美国财长汉克•保尔森最近表示,有报道称中国计划降低美元资产在其外汇储备中的比重,对此,他并不担忧。但债券投资者们也许应该对此感到担忧。

Written by Jay Fortner and edited by Richard MacManus
MySpace has some hard decisions to make, as last year they entered into an advertising relationship with Google and now they find themselves unable to make similar deals with other companies. An alliance between MySpace and Google last year, where Google became the sole provider of text ads on MySpace, guaranteed News Corp"s media darling $900 million in shared ad revenue over the course of three years. The deal, made six months ago, has not been finalized but it has already taken effect. A Google search bar and ads are already present on the site and MySpace is receiving payments from those.
But now MySpace is looking to partner with eBay, to allow MySpace users to sell items using eBay"s PayPal. And like a jealous lover, Google is protesting. The Wall St Journal is reporting (full article behind paywall) that MySpace"s dalliance with eBay is holding up finalization of the ad revenue deal between MySpace and Google. You can imagine the Google ultimatum: it"s either him or me! :-)
The issues each company faces:
So what we have here is three companies trying to grow revenue through partnering with other industry powerhouses. The Wall Street Journal pointed out that while Google and eBay say they have entered into their own advertising partnership, the general concern is that each company is competing for the attention of MySpace users and so neither maximizes their revenue on MySpace.
Then there is Google Checkout, a direct competitor to eBay"s Paypal. That can only make the relationship between eBay and Google (and now MySpace) that much more strained. It"s a classic case of what happens when companies take the easier road to growth, which is partnerships, but then one of the partners gets big enough to want to do everything on their own.
Well, for MySpace, the solution is easy. Use Google Checkout instead of PayPal. It will become widespread enough to not have to worry about brand recognition (or lack thereof).
But this love triangle speaks to a larger issue at hand - can Google continue on their path to media monopoly? They"ve effectively used their search method of gathering data to impede on nearly every kind of business imaginable. Some stick, like Gmail and Checkout. Others the average person has never heard of, like Orkut and Froogle. But Google"s power tactic is reminiscent of Wal-Mart"s industry dominance, because they increasingly leave little room for partnerships between other companies. In this case, eBay may end up being the jilted party.
Written by Alex Iskold and edited by Richard MacManus
Last week there was a post on TechCrunch entitled Flixter is growing like weed, which described how a trendy new startup called Flixter has seen phenomenal growth over the last few months. Flixter is a social network based around movies. Why is it so popular? In this post we analyze Flixter"s features and determine the reasons for its success so far. We end by looking more generally at the rise of specialized social networks.

Flixster proudly states its user base in the homepage - the current figure is almost 9 million users. And we know these users are active, because on average each user has rated more than 30 movies. Another interesting data point: the recent hit movie Dream Girls has been rated by 4,600 Flixter users. The same movie has been rated 5,000 times on the popular ticketing site Fandango and only 300 times on AOL Movies.
Probably the number one reason that Flixter is so appealing is its broad feature set. Movie lovers get movies, actors, photos, news, reviews, ratings, previews, quizzes, showtimes - and of course social networking. Flixter is really a one-stop shop for all your movie needs. The features are slick and a lot of thought has been put into them. At first glance, it also seems to have the same chaotic feel that MySpace has. But a closer look reveals structure and an ambition for completeness.

At the very heart of Flixter are the movie profiles. The sheer amount of information about a movie crammed into one page is mind boggling. Yet the movie profiles, just like the other pages, are not overwhelming. The movie cover, ratings, reviews and similar movies occupy the top portion of the movie profile. The photos of the actors, as well as photos from the movie and the preview, are listed below. For American users, if you enter your zip code in your profile, you will get a section with the movie showtimes in your area. You can also see all the fans of the movie and, of course, read the reviews.
For each movie you can read relevant news. This is a subset of the main news tab, which displays links to news about the movie, actors, director, etc.
Another interesting feature is that each movie can have many skins. The skins are created by Flixter users and are available to be applied to the movie by other users. This is a fun and playful way for users to express their attitudes towards a movie.
The next major tab in Flixter is "Actors". Each actor has a page that packs an impressive amount of information, including bio, pictures, clips, news, filmography and of course fans.

The Movies and Actors tabs are followed by News, Personal Profile, Friends, Browse Users and Fun Stuff tabs. Each of these are interesting and useful. Personally, I found the never ending quiz addictive (there was a warning that it is!). Another interesting aspect was that the users themselves can make up quiz questions.
The final noteworthy feature is matching people based on movie preferences. It is fairly obvious to do, but Flixter does it well - by giving you an option to meet people who generally like similar movies, or who share the same favorite movie or actor.
From analyzing Flixter"s features, we see that it has excelled in building a niche social network for movies. Given the stunning success of MySpace, one can"t help but wonder whether MySpace will do what Flixter does - or even can Flixter become another MySpace? These are not easy questions to answer. To approach them, let"s revisit the ingredients that made MySpace so popular.
Firstly, MySpace gave everyone a simple address online: http://www.myspace.com/johndoe. Instead of complex URLs, people could just head over to MySpace.com slash user name. Then there is that fairly loose structure of profiles, that overall creates an impression of total havoc on the site - but crucially it also allows users to express their creativity. Then there is music. Profiles of musicians played a critical role in the rise of MySpace.
What Flixter has that MySpace does not is structure and a really great understanding of the semantics of movies. Put simply, MySpace right now does not have the infrastructure to do for movies what Flixter does. MySpace has basic Film pages, but they are not even close in quality to Flixter. Of course MySpace could develop it, but it would be at odds with what MySpace is today. So right now, it seems difficult to see MySpace evolving to include a range of specialized networks like movies.
What about the other way around, can Flixter reach the size of MySpace? It"s unlikely, given that only a fraction of people who hang out on MySpace would be so in love with movies to bother to join Flixter. Movies are a big trend, but it is not even half as big as music:

But even if Flixter is not going to be as big as MySpace, it can get pretty big as the largest social network centered on movies. The fact is that Flixter is delivering a value a level above a generic social network - and that value is market specialization. And as Jawad Shuaib discussed in his great post on Read/WriteWeb earlier this week, specialization and niche are now the keys to startup survival.
Flixter is far from being alone. LibraryThing is a social community focused on Books, which (among other great things) has a fantastic book recommendation system based on tagging - the technique that we discussed in this post about Amazon. Last.fm is a much talked about social network centered on Music. And actually, LinkedIn is not a general social network, it is a social network for business networking. Other examples of specialized networks include Jawad"s Shuzak for geeks and the recently launched Change.org (R/WW write-up here).
Looking at the landscape of today"s social networks, we see a dominant generic network - MySpace. While the battle for the #1 spot is not completely over (right Facebook?), at least for now MySpace is the king. However, MySpace and other generic networks right now are not focused on including specialized categories like movies and books. This creates a gap and an opportunity for site like Flixter, that focuses heavily on creating the best experience around a particular social category.
So a few years from now, perhaps we will still see a few top generic social networks and many specialized ones. Of course only time will tell. What do you think will happen?
Written by Jay Fortner and edited by Richard MacManus
The New York Times has an
interesting report about companies that offer customized video advertising, such as
Spot Runner and Visible World. Marketers are excited
about this technology, because it means they can utilize demographics to deliver targeted
advertising across several platforms - including television and the Internet. It"s also
less expense than traditional TV advertising and in some cases means they can route
around traditional ad agencies, by creating the ads themselves using the tools offered by
services like Spot Runner and Visible World.
So what does this all mean for the advertising world, the media industry and the ever expanding Internet?
Not only is it becoming far cheaper to produce video ads, it is also becoming cheaper to distribute and customize them. This effectively is making videos easily stored and re-used, much like digital photos and music have become in recent years. It removes a large chunk of production costs, as marketers no longer have to film the commercial themselves - Spot Runner allows you to mash-up an ad from their ad library. It also allows the creator of the content to reap the rewards for each customer that chooses their ad.

Spot Runner
With the technology offered by Spot Runner and Visible World, a commercial can be edited with voiceovers and text. Other imaging can be also added, or existing imaging modified. This all allows for minimal human interaction (with video production companies etc), fast changes, and remote control over an entire ad campaign. It means that a commercial can easily have many different versions and be distributed to specific demographics, depending on graphical location, gender, and other variables.
This simplified process of targeted advertising is ideal for small companies that want to appear big, and for big companies that want to appear small. In that sense, the world becomes a little flatter. Small businesses can operate within their budget to get a professional ad; while large companies can tailor their ads to appeal to consumers across the board, varying the product they sell or the spin their ad takes.
The format of these commercials makes them easily spread via television, or the internet - and I"m sure mobile devices aren"t too far behind in becoming another mainstream platform for distribution.

A Ford commercial from Visible World
Services offered by companies such as Spot Runner and Visible World cater to a broad base of marketers, and create a platform for creativity and replicated data. The ability to operate over the Web makes editorial accessibility an afterthought and increases the number of niche markets an advertiser can display their product for. The media world has departed from so many traditional models; and the Internet has enabled the majority of those changes. Now the world of video marketing is following suit, catering to the long tail of social networks and specific demographics - fragmenting themselves in the same manner.
Essentially this allows marketers to take advantage of targeted marketing in ways they"ve always dreamed of.
What"s the larger picture here? And what does it really mean for marketers to not only gain increased access to demographic data, but to use it for more and more targeted advertising?
Privacy issues are and will continue to be raised regarding the use of targeted marketing. Much of our activity on the web, and even with our television"s remote control, gives companies data to feed their advertising strategies. Also the advertising job market will shift in reaction to the oncoming automation options, which are becoming more available to marketers.
The Internet and mobile devices will become extremely important for the future of this type of advertising. It will also become integrated within the widening Internet video culture, and probably closely associated with user-generated content. This means consumers may have a larger role in the distribution of these commercials; perhaps customizing ads to be played along with their own videos, even becoming the most powerful channel by which these commercials are distributed.
What are your thoughts on customized video ads -- are we in the midst of a sea change in video advertising, enabled by Web services like Spot Runner and Visible World?
Written by Sramana Mitra. Note: this is an excerpt from a report written by Sramana Mitra, an entrepreneur and strategy consultant in Silicon Valley.
Worried your kid is spending too much time in front of the computer? Blame it on websites like CartoonNetwork.com, Disney.go.com, ArchieComics.com and NickJr.com, which are attracting kids with a host of interactive games and shows. The percentage of children having access to Internet increased to a phenomenal 93% in 2006 in contrast to 56% in late 2003.
With the websites becoming more user-friendly and interactive, Internet is grabbing pre-teen eyeballs at a rapid pace, placing television and radio in the back burner. 67% of teens are avid users of the Internet. The graph below gives details of Internet usage of tweens. Tweens and young teens aged between 8 and 14 on an average spend 1.5 to 2 hours daily surfing the Internet and make up 60% of the Internet users, aged less than 18.
The graph below shows the expected growth in Internet usage among the pre-teens.

Internet usage pattern of pre-teens is different and it changes dramatically as they grow up. Kids are attracted to websites dealing with race cars, music, education, comedy, sports, news and movie stars and sites like MTV.com, Nascar.com, Hollywood.com, Comedycentral.com and Sportsline.com are popular among them. Apart from the children’s websites, the pre-teens are also influenced by the surfing of their parents and elders.
Research shows that after school hours, around 3 pm - 4 pm in the evening, 89% of the children are drowned in their computers. The pre-teens are mainly attracted to websites like NeoPets.com, ArchieComics.com, NickJr.com and CartoonNetwork.com where they can watch and interact with cartoon characters, play computer games, vehicle racing, board games, puzzles, play sets, action figures, participate in online quizzes, drawing and win prizes and watch television episodes that are missed out during school hours.
Below is a list of the popular websites among the pre-teens and their Alexa rankings:

According to a research conducted by Media Metrix, “kids prefer websites which are popular amongst older users like Yahoo.com, AOL.com, Wikipedia.com, Geocities.com and Google.com. They visit a wide range of websites, from education to entertainment to news, which clearly shows that there is an opportunity for those trying to reach out to the young audience.”
Popular sites visited by the kids include music sites [55%], e-card sites [25%], animal sites [35%], sites on books [20%], sites on TV channels/films and cartoons [25%], sites on mobile phones [19%].
Below is a list of the online activities of the pre-teens by eMarketer.

The full report on Pre-Teens is on Sramana Mitra"s website. Sramana Mitra is an Entrepreneur, Founder CEO of 3 companies, Strategy Consultant to 50+ companies, and Author of a popular technology business blog, Sramana Mitra on Strategy.
Written by Alex Iskold and edited by Richard MacManus
My wife and I were in the bookstore the other day and we were discussing the difference between shopping online versus shopping in the real world. We were not focused on ability to easily compare prices or instantly get to different stores, which makes online shopping superior. Instead, we focused on the basic qualitative experience - e.g. holding a book and flipping through its pages. We both felt that there is something special about this physical experience, that cannot be replaced with Ajax or PDF.
At least not for us people who first learned physics and then went digital. But we also agreed that with the race to squeeze everything into a computer, it won"t be too long before we get a generation of people who might not crave the physical experience of buying a book as we do. In the meantime, today we see a lot of taking things and concepts familiar to us in our physical world -- and bringing them online. So in this fun Friday post, we look at some of these attempts and try to decipher what works and what does not.
[Disclaimer: The latest edition of Nine Online magazine briefly mentions Adaptive Blue and socialmeter, web properties of Alex Iskold.]
Our first stop is recently the launched Nine Online magazine from Novologic. This small publication focuses on helping PR professionals understand the new social media. The site is implemented in Flash and combines traditional magazine elements with innovative digital solutions that make it stand out. It actually looks like a magazine, due to its shape and the ability to flip through the pages. Typically, I would dismiss this kind of thing as fluff, but the way its implemented here makes it appealing and clickable.

Nine online offers an interesting blend of static and interactive content. The articles look like what you"d find in a typical magazine, but in addition they are spliced with interactive videos and online quizzes. The fact that the implementation uses elements of the physical world was nice, but what was mostly impressive is the natural and intuitive embedding of the interactive elements - only possible in the digital world.
[Editor"s Note: in a similar vein, check out Avantoure. We profiled this interactive magazine back in December]

Way before Nine Online added a real-world feel to its digital magazine, researchers explored doing the opposite - bringing the digital feel to one of our most beloved objects, paper. Electronic Paper or e-paper was developed way back in 1970 at Xerox-Parc.
According to Wikipedia, the predicted future applications include e-paper books - capable of storing digital versions of many books, with only one book displayed on the pages at any one time. When this happens, we will flip through a digital book and also interact with it as we interact with web pages today, using gestures. That brings us to another contender in the race to blend physics and digital - the iPhone.
By now there are very few
skeptics left who do not believe that Apple can reinvent the wheel. They have done it
with iPod and it seems like they are doing it again with iPhone. Most of us have not yet
had the chance to try their patent-pending multi-touch technology on iPhone, but if the
click-wheel on iPod any indication, Apple has invented a truly new way of interacting
with digital information.
Apple promises to redefine our digital experience, by making digital objects look, feel and behave like their physical cousins. This is not just a promise of a slick UI and a fun toy, it is a promise of a phone and digital companion that saves time - because it will be as intuitive as things are in the real world.
Attempting to merge and reconcile our experiences in the physical and digital worlds is no trivial matter. Many technologies are aiming to create a blend that delivers a consistent, simple, yet rich, user experience. Since objects in the real world obey the laws of physics and objects in the digital world obey, well, at best the laws of good design, the laws for hybrids are not yet settled.
The key to success is to ensure that the mix of physical and digital does not confuse the user. When playing with Nine Online, I was never surprised by what happened when I clicked on things. Surely many of you experienced the same with iPod - it behaves as you expect it. Inventing new ways of remixing, while keeping users happy, is what these new technologies are all about.
What are your favorite digital and physical remixes?
An interesting tidbit came
out of the recent Foo Camp New Zealand (which unfortunately I wasn"t able to attend).
Robert O’Callahan from Mozilla, who is based in NZ but drives the rendering engine
of Mozilla/FireFox, spoke about
how Firefox 3 will deliver support for offline applications. This is significant because
you"ll be able to use your web apps - like Gmail, Google Docs & Spreadsheets, Google
Calendar, etc - in the browser even when offline. I deliberately mentioned all Google
web apps there, because of course this plays right into Google"s hands.
Although Mozilla is an open source organization, some of its top workers are employed by Google. So it"s a very cozy relationship. We"ve discussed before how Firefox 3 as information broker suits Google very nicely, because the Mountain View company has a number of best of breed web apps - and if it"s not building them, it"s acquiring them (YouTube, JotSpot, Writely, etc).
Rod Drury also pointed out in his post how this makes Firefox attractive as the browser platform of choice for SaaS providers (Software as a Service). For example salesforce.com.
I don"t even need to say which bigco all of this strikes at the most (cough, Microsoft!). With both Google and (maybe) the big SaaS companies buddying up with Mozilla, it makes it even more compelling to run office apps online in the Firefox browser. So it is potentially a double whammy blow to Microsoft Office and Internet Explorer.
Incidentally, early this week we"ll be exploring another exciting offline web apps technology. One gets the feeling that offline capabilities is the next big frontier for web apps - and it"s especially important for Google in their battle with Microsoft.
p.s. since the stormtrooper on toilet pic was popular, here"s another great (kind of relevant) stormtrooper pic I found on Flickr:

A stormtrooper holding a "Flickr is offline" card - from 1978seymour
Written by Emre Sokullu and edited by Richard MacManus
There are now so many companies vying to be the next YouTube, it"s easy to lose track of them all. So let"s take a look at the entire online video industry and categorize the major players. Our thanks to Ali Dagli of Savvian, for providing us a lot of the useful data listed here.
In this post we"ve summarized the latest video industry innovations under the following categories:
Video sharing - and particularly YouTube - have been the poster boys of the online video industry so far. Video sharing sites allow you to upload your videos and share them with others. But even if you are not a content producer, you can watch others movies. So this is a very consumer-oriented industry that has been popularized via blog-based viral marketing.
Some of the upcomers in video sharing are: Vimeo, VideoJug, Kewego, China"s Yoqoo, Revver,Veoh, iBloks, VidiLife, Blip.TV, VodPod, Fliqz.

Image from Go2Web20.net
Do you think you can legally host your commercial videos on YouTube or MetaCafe? The short answer is no. For professional use, you"ll need to contact intermediary companies to do this job for you. Their main duty is to connect publishers, video creators and advertisers.
Other players include thePlatform and The FeedRoom, which empowers top companies like HP, Wal-Mart, Sun, USA Today.
Video eCommerce sites allow you to legally stream the latest cinema movies and TV shows from your computer.
This is another crowded market. Other players include MovieLink, CinemaNow, MarketBeam and the video eCommerce offerings of bigcos like Apple, Real and WalMart. Also, the Venice Project (Joost) from the Skype founders is targeting this market. Check out a recent Techcrunch comparison to review some of companies mentioned under this category.
You have videos, but how do you edit them? Are you willing to stick with desktop apps and pay hundreds of dollars in license fees? The Web is the answer again. The following sites are generally known to be good companions to video sharing sites.
Other players include, but not limited to, MovieMasher, MotionBox, Canopus and Avid.
Another hot area is rich media advertising. This is the field that will pump blood (=money) to all other services. Rich Media Advertising can consist of advanced computer science techniques like voice recognition (speech to text) and visual object recognition. We will just list the names, as most of them are very early stage.
Google and AdBrite are the major players. aQuantive (a $2B company traded at NASDAQ), KlipMart, PostRoller, eyeWonder, eyeBlaster, DoubleClick, adInterax (acquired by Yahoo! last year), padaddies, pointroll are other players.
Peer to peer is taking an important place in video sharing. Video sharing requires large bandwidth, which is why the burn rate of these sites is very high and only the VC backed ones survive. P2P is an answer to this problem, by spreading the bandwidth weight to clients using this system. There have been some recent large investments in companies working in this field.
So who do you think serves you all these videos? Video hosting is not an easy job!
Others include Savvis and RawFlow
Blogs and photologs have already taken over many peoples lives - being an excellent way to share, communicate and self-express. And now with the commodization of digital cameras, comes the vlogs - a.k.a. video blogs.. They are either for fun or self expression, but a big industry can blossom here - there are a lot of opportunities. Tomorrows vlogs, for example, are candidates to replace your favourite daily TV shows. And popular vlogs don"t just attract ads, but they also hold the potential to sign partnership deals with video sharing sites. Examples:
The list is certainly not complete. And this categorization is subject to change, for example with upcoming stealth mode startups. The innovation and opportunities in the online video industry are endless. Please help us take this list to the next level, by noting other companies you know of in the comments.
Written by Alex Iskold and edited by Richard MacManus. In this post Alex tests out and explores the emergent world of Yahoo! Pipes. He sees some interesting parallels with Relational Databases in the 90"s, concluding that with pipes, the Web essentially becomes a giant database that can be queried and remixed in any number of ways.
One of the central concepts
in Complex Systems is
Emergence. It is this automagical process through which elements of a
system give rise to a higher order system. Emergence is how physics becomes chemistry and
chemistry becomes biology. It is how web 1.0 evolved into web 2.0, and how that, in turn,
will become the next web.
While the exact mechanics of emergence is complicated and far from being completely understood, scientists know that a new system emerges as a combination of its elements and their interactions. In other words, complex systems are really networks - where elements interact with each other and give rise to a new system.
Perhaps today we are witnessing one of the most vivid examples of emergence - the remixing of the world wide web. The parts of the new web have crystallized - blogs, photos, video, audio, maps, RSS, social network profiles and even plain old HTML pages have formed an impressive network, that now can be mined and remixed. Mashups are really nothing new, the web has been a programmable oyster for at least a few years now.
What is new though is the recent systematic thinking about the web as a database. A few companies, including Dapper, have been working on the problem. But with the recent launch of Yahoo! pipes, we are beginning to see the real power of remixing.
The Web is just a vast database of information. Everyday, we interact with it without thinking about that too much. We simply take our best query tool, usually called Google, and fire away. Yet decades before the web made its way into our lives, a different kind of database revolutionized our lives. The Relational Database qualifies as one of our best computer science inventions. Lesser known to the non-techie crowd, it nowadays quietly stores terabytes of information behind most familiar ecommerce and corporate sites.

Microsoft Access Circa 1997
But Relational Databases are remarkably simple. They are collections of tables (structured data) that can be joined (mixed) together via keys to produce a new set of results. For example, the table of sales can be joined with the table of employees to produce a report of who sold what. By combining the tables in various ways, programmers are able to bring seemingly hidden information into the spotlight (think emergence). For example, by combining the sales information with employee records and their geographical locations, one can determine the best sales people in each country.
Another thing that Relational Databases are famous for is visual query and UI tools. Because databases are so simple, and the data is well structured, people have created GUI builders like Visual Basic or Power Builder to automate the UI for fetching and exploring the data. We got so good and so perfect at mapping the databases to the UI, that it"s become quite a boring thing to do since about 1997.
Well, now Yahoo! is making this whole business cool again, by changing the rules of the game - the Web is now the new database.

Yahoo! Pipes Circa 2007
Yahoo! Pipes is a remarkable offering that was announced last week. It is the first GUI builder for the biggest database in the world, the Web iself. When compared to Visual Basic and Power Builder, Yahoo! Pipes comes out as more inventive and no less rigorous that its predecessors. It empowers developers to remix the building blocks of the web in a whole new way. And it does it with remarkable simplicity.
In Yahoo! Pipes, what used to be a table in the relational database is now: a web page, an RSS feed, etc. The current list of sources includes: Yahoo! Search, Yahoo! Local, Fetch (RSS feeds), Google Base and Flickr. Each source can be searched or queried using either pre-defined or user-defined parameters. For example, there can be a search of all french restaurants in Chicago via Yahoo! Local. The data source and the searches can be mixed together (think emergence), using a reach set of operators. Among them is the iterator (which lets the user loop through the results), a counter and many other functions that facilitate cleaning, manipulating and recombining the information.
By bringing together many sources and operators, the user can build sophisticated queries that fetch interesting, non-obvious information from the web. For example, one can build a pipe that extracts the listings of all French restaurants in Chicago, along with their Flickr photos. Since the underlying data is virtually limitless and the set of operators is quite powerful, the number of interesting possible pipes is vast. And for this reason, unlike its predecessor the Relational Database, Yahoo pipes will never get boring.
Yahoo! pipes are cool, but they have ways to evolve. The biggest issue is that, unlike in Relational Databases, the data is neither structured nor clean. For example, how can we ensure that Flickr pictures of restaurants in Chicago will be the right ones? We really cannot. The same problem will exist in all pipes, simply because the underlying data online is not as precise and polished as data usually is in a Relational Database. What are the consequences of this? Well, users currently forgive some imprecision in tags on Flickr and del.icio.us, yet they expect near perfect answers from Google. So having precise instruments to clean the data in the pipes would go a long way.
Another, very different, axis for the evolution of the pipes is to make them usable by a less technical crowd. As it stands right now, like Relational Databases, the pipes require a techie brain to be used efficiently. Yet, it seems like there is a possibility, particularly from the user interface and operator simplification point of view, to make this tool usable by moms and pops. But even if not, judging again from the Relational Database, getting wide adoption in the technical community would be just fine.
So what is the catch - why did Yahoo do it? The answer is the same old: search and ads. The majority of the current data sources are from Yahoo! and so that means Yahoo! will get the ad revenue when the pipes are run. So empowering thousands of enthusiastic techies to remix the web using Yahoo"s data is a great idea.
Will this work? Will developers start using pipes? At the time of this writing there are over 5,000 pipes, which is an impressive number given that the application is not even a week old. But we should check in a month or so to see how things unfold. Certainly the key to its success will be polishing the UI and adding new operators and data sources. Since Yahoo! is known for its good design and focus on the user experience, it is likely that we will see the pipes improving in that regard over time.
Please give the pipes a try if you have not done so yet, and let us know what you think is going to happen to it over time.
Written by Sramana Mitra
I have written a few pieces already addressing the disjointed nature of the web, whereby, you go one place for content, another for community, and a third for commerce, the most notable of these is the popular, 4C: Yahoo’s Turnaround Formula.
Let’s quickly recap the terminology:
3C = Content, Commerce, Community | 4th C = Context | P = Personalization | VS = Vertical Search
This, I submit, is the formula for the future: Web 3.0 = (4C + P + VS).
Web 2.0 has been a nichy phenomenon with hundred and thousands of microcap efforts addressing one of the Cs, lately, Community being the most popular force, producing companies like MySpace, Facebook, Piczo, Xanga, and Flixster.
In Web 1.0, Commerce had been the driving force, that produced companies like Netflix, BlueNile, Amazon, and eBAY. It had also resulted in the Dotcom meltdown.
The same period that is seeing the surge of Web 2.0, has also seen a great deal of investment in Vertical Search, like Sidestep for Travel.
Personalization has remained limited to some unsatisfactory efforts by the MyYahoo team, their primary disadvantage being the lack of a starting Context. More recently, Netvibes has raised a lot of buzz, but also lacks the same organizing principle: Context.
In Web 3.0, I predict, we are going to start seeing roll-ups. We will see a trunk that emerges from the Context, be it film (Netflix), music (iTunes), cooking / food, working women, single parents, … and assembles the Web 3.0 formula that addresses the whole set of needs of a consumer in that Context.
- I am a petite woman, dark skinned, dark haired, brown eyed. I have a distinct
personal style, and only certain designers resonate with it (Context).
- I want my
personal SAKS Fifth Avenue which carries clothes by
those designers, in my size (Commerce).
- I want my personal Vogue, which covers articles about that Style, those
Designers, and other emerging ones like them (Content).
- I want to exchange notes with
others of my size-shape-style-psychographic and discover what else looks good. I also
want the recommendation system tell me what they’re buying (Community).
- There’s also some basic principles of what looks good based on skin tone, body
shape, hair color, eye color … I want the search engine to be able to filter and
match based on an algorithm that builds in this knowledge base (Personalization, Vertical
Search).
Now, imagine the same for a short, fat man, who doesn’t really have a sense of what to wear. And he doesn’t have a wife or a girl-friend. Before Web 3.0, he could go to the personal shopper at Nordstrom.
With Web 3.0, the internet will be his Personal Shopper.
Sramana Mitra is an Entrepreneur, Founder CEO of 3 companies, Strategy Consultant to 50+ companies, and Author of a popular technology business blog, Sramana Mitra on Strategy.
Written by Jitendra Gupta of Karmaweb and edited by Richard MacManus
Bill Gates of Microsoft just
announced a deal with Jan Rain, VeriSign and Sxip to develop integration between Microsoft CardSpace
and the open source project, OpenID. This is an
interesting deal between the software giant in Redmond and a popular open source project,
which deservers a closer look. For those already familiar with OpenID and Microsoft, jump
directly to the takeaway section. For others, the next two sections will provide you with
a quick introduction to two new technologies that will likely have a significant impact
on the future of Internet.
OpenID is an open, decentralized, free framework for user-centric digital identity. It is aimed at solving the problem of Web single sign-on. How does the problem of web single sign-on affect you? Well, if you struggle with keeping track of different usernames and passwords at different websites where you have an account, OpenID can help you. With OpenID you will be assigned a standard username (typically a URL or an i-name, similar to an email address) that you can use on all sites that support OpenID.
To get started using an OpenID, get one at myopenid. Once you have an OpenID, you can use it at a number of sites. For example, try your new OpenID at Zoomr.
Windows CardSpace is an authentication product, embedded in Vista (also available for XP via a service pack), which puts the power of managing multiple identities in the hands of the user - via an easy to use UI and an underlying technology that supports a number of web and enterprise authentication standards. It is an authentication technology because it uses cryptography and a tight integration with the Windows platform, to securely deliver various verifiable claims for the user. The UI of Microsoft CardSpace tries to mimic - online for digital identities - the use of business cards, credit cards and membership cards.

CardSpace
1. The announcement
For a high profile Bill Gates announcement, the follow up plan seems pretty skimpy on the details of work to be done. All it seems to commit Microsoft to doing is to help out the open source community, as most of the work needed here will be done on the OpenID side of things. Microsoft, for its part, seems to be committing to “support OpenID in future Identity server products” - which doesn’t really mean much.
2. What’s in it for OpenID
The OpenID specification is simple and light, which accounts for its recent popularity. As such, the OpenID 2.0 specification does not specify any authentication or multiple identity management capabilities.
This deal provides the OpenID community with another authentication vendor that makes enterprise adoption a possibility.
Also, one of the downsides with the flexibility provided by OpenID, is that it opens up the user to some potential phishing attacks. The most worrisome scenario here is when an evil site posing as a service provider, redirects users to a fake site to enter their OpenID password. With the user entered password, the evil party can pose as the user at any number of sites that use OpenID. See more details on this issue at Kim Cameron’s blog. This is a pretty big security threat that the OpenID community has been grappling with for some time. They have developed some interesting solutions, like browser plug-ins and customized login pages at OpenID provider sites - to make it hard for evil parties to pose as a real site - but a reliable solution has not emerged. Microsoft CardSpace with its vast reach (it is integrated with Microsoft Vista and is also available for XP via a patch) provides a reliable and effective way for users to authenticate with the OpenID provider, without needing a password that can be phished. The CardSpace based authentication is based on Windows client generated tokens that cannot be fabricated or reused. So this integration with Microsoft CardSpace ensures that the OpenID community can eliminate a major barrier to even wider adoption.
3. What’s in it for Microsoft
Microsoft CardSpace is a well thought out technology that addresses the needs of both enterprise and individual users, by putting the power of managing multiple identities in the hands of users. The integration with OpenID enables Microsoft to get some early customers and potential buzz, in addition to a lot of good PR and some community cred.
4. Web vs Desktop debate revisited
Another angle to evaluate here is the old desktop vs Web OS debate. Microsoft CardSpace is tied to a Windows desktop, whereas OpenID enables users to have more portable web based identities. By tying Microsoft CardSpace with OpenID, Microsoft is trying to participate in the emerging WebOS [Ed: or "Web as OS" is perhaps a better term for it].
And by using a desktop based solution, the open source OpenID community is at least temporarily accepting the benefits of a desktop based solution - to solve the chronic phishing and authentication problems pervasive in the Web OS.
5. How will it look 18 months down the line?
At the heart of it, Microsoft CardSpace could provide the same functionality as OpenID. In fact, some of the Microsoft literature even talks about the issues with managing multiple usernames and passwords; and how CardSpace can alleviate these issues. So potentially one of the calculations for Microsoft could be that once users start using CardSpace to log into their OpenID provider, they might decide that they like it better then OpenID.
On the other hand, the open source community will probably start looking at better ways to address the authentication issues of OpenID, via some combination of browser improvements and a central authority for establishing trust. In fact, OpenID integration is already a priority for Firefox 3.
Overall, this high profile announcement marks the importance of single sign on identity technology to the future of the Internet. Let’s see how things evolve in the next few months in this exciting arena.
Written by Alex Iskold and edited by Richard MacManus
Understanding your audience
is the key to success in any business - including blogging. Lately the Read/WriteWeb
authors have been discussing what it is that keeps readers coming back here. Our recent poll
indicated that most of you come back to this blog for Analysis and
Reviews. We are thrilled to hear this, because we focus a lot on those
two things.
But the poll results got us wondering about which posts in particular are the most popular? And we"re not talking about simple page views - we want to know what content you actually liked. In the web 1.0 world, understanding what people liked was a voodoo science. Luckily, in these days of blogs and social software, there are fairly definitive ways of measuring what people like. Comments on posts, del.icio.us bookmarks, Technorati links and of course Diggs, are all entries into the fascinating world of social popularity. So we decided to put our investigative hat on and do a deep dive on Read/WriteWeb popular posts.
The obvious place to look for popular posts is in the Read/WriteWeb archives. We looked for the most commented-on posts. Below are the posts that had at least 50 comments:
Note: We close off comments on posts after about a month, in order to prevent spam.
Not surprisingly, readers of Read/WriteWeb are most passionate about Search. This is a topic close to the blog"s core focus - because of Google vs. Yahoo!, Google vs. Microsoft, Google vs. the World and most importantly because this is where Web business is centered nowadays. The other posts on the list also reflect this blog"s character. Comprehensive product surveys, profiles of top applications in different countries, and predictive analysis are definitely topics we spend a lot of time on. The Netscape post btw just outright hit a nerve!
Yet just like the poll, how many comments a post gets is just part of the picture. To find out more about what people like about Read/WriteWeb, we need to analyze external links to posts.
del.icio.us has become a social phenomenon, but it is now turning into a gem of hidden information. We have written before about the possibility of using del.icio.us as a recommendation engine. Today, we will look how to use it to distill the popular posts from your blog - and to understand how people perceive those posts.
You would think this would be an easy thing to do, but unfortunately it is not - because del.icio.us does not yet allow search by URL prefix. So you cannot just search for posts that start with http://www.readwriteweb.com. Instead, we had to use a trick. We searched for readwriteweb and then sifted through the posts to determine the ones that belong to this blog. As it turns out, 34 posts from R/WW were saved by at least 100 people (note: given that it was a manual process to get that data, it"s possible we missed a couple). We saved these popular posts for you under a new rwwpopular account.
Here are the top R/WW posts in del.icio.us, bookmarked by at least 500 people:
The pattern on del.icio.us is less obvious, but things become more clear once we realize that del.icio.us and comments on a blog reflect different kinds of actions. Comments reflect passions, bookmarks serve as references - so there is little overlap between them. More importantly, comments (like posts) are short lived. Unfortunately in our day and age, news and even analysis has a life span of a few hours. Once a post is off the front page of a blog, it is less discoverable and typically is not commented on anymore.
The bookmarks of del.icio.us, however, have a longer lifespan. After the first person bookmarks a post, it starts traveling through the del.icio.us network, acquiring more and more links, and growing stronger. What popular bookmarks indicate is a combination of time and usefulness. All of these posts are roughly 6 months old. It is likely that in another 6 months a new batch of R/WW posts will cross the 500 threshold on del.icio.us. This is just how references and networks evolve.
Of course no popularity contest would be complete these days without checking out Digg. This social news site has become a huge source of endorsement and traffic for bloggers. Many R/WW posts have made it to the digg front page, since Digg users have an appreciation and passion for technology. So naturally, we went looking for what stories were especially popular.
Unlike with del.icio.us, it is really easy to find this information on Digg. Here is the query, using advanced search. Here then are the R/WW posts with at least 1000 diggs (which is a lot on digg):
We noted that the posts that did well on Digg are somewhat different from the ones that got a lot of comments and picked up more links on del.icio.us. The full query results told us that while Digg users love posts about search, they also love the posts about browsers. In particular the Firefox vs. IE battle is dear to their hearts. And of course, digg users love posts about Digg - especially when it"s about Digg kicking competitor Netscape"s butt!
Using social information to measure user information is an effective way for bloggers to understand what their readers like. It is also possible to use the methods we"ve outlined here to measure the popularity and effectiveness of pages on a corporate web site.
Another useful thing to do is to dive deeper into del.icio.us and digg tags and comments. These pages contain a wealth of insightful information about how your audience perceives your content.
While doing the research for this post, we compiled a list of over 50 of the most popular posts on Read/WriteWeb. We are thinking about making this available to you as a permanent tab. Please let us know what you think about this idea, as well as the techniques that we"ve discussed.
Image credit: www.eyeassociates.com
Written by David Lenehan of Polldaddy and edited by Richard MacManus. This is David"s account of the first day of the FOWA conference in London. Photos in this post are by donkeyontheedge (I hope he doesn"t mind me using them).
The Future Of Web Apps 2007 kicked off in London
today with a host of speakers from various startups, bigcos, media outlets and associated
businesses. Hosted by Ryan Carson of Carson
Systems, the event is covering what various successful web companies are currently
doing, why they are successful, and where they are headed.
With a lack of Wifi access, most speakers have had a very attentive audience. First up on the podium this morning was Michael Arrington from TechCrunch. Arrington first apologized for the closure of TechCrunch UK. He hopes the site will be up and running again soon (and talking to him after the show, he hinted that he had found a new blogger to take over this role). He dealt with a few big issues that web companies are facing today. Firstly, bubble 2.0 - are we in a bubble? He pointed out that last year in the US, TechCrunch covered $600 million of VC money that had been invested into new startups; while on the other hand, for example, Google bought YouTube for $1.65 billion. So that deal alone was bigger than the total invested in startups that year. His point was that the money being put in by investors is a lot less that the money being put in by existing companies. Instead of being in a bubble, we have not yet seen the peak of what"s happening in this new web 2.0 era. He said there are still a lot more big applications, as important as Digg, Flickr, YouTube etc, waiting to come online. He also felt that the new Adobe platform Apollo is going to be big news and will help bridge the gap between the web and desktop. Adobe is a sponsor of this event and were on hand in the reception area, showing off some slick looking applications written in Apollo. However they shied away from questions regarding the ever-changing launch date.
Next up was Edwin Aoki, a
chief architect with AOL, who went through the importance of building user trust in your
products, and protecting their privacy and personal identities. This seemed like more of
a confidence-building exercise for AOL, given their data leak last year. He also pointed
out that email is still the biggest destination on the web, and not community
sites such as MySpace.
Tara Hunt from Citizen Agency followed on that theme of community building and its importance for any startup who wants to build up a large user/customer base. She talked about the importance of company founders and developers alike continuing to have a role in customer support, in order to build confidence with your user base.
Simon Wardly from Fotango gave a colourful and humorous talk about the importance of commoditizing the web, finishing with a pitch for his own product Zimki - which launched last year. Zimki is part Ning, part Amazon EC2. It"s a Javascript-based platform where developers can contribute application functionality to an already large collection of Zimki modules, and then build applications from them. Zimki will host your application and you pay for storage and computing power. It seems quite reasonably priced and they are going open source it this year. But most developers I have talked to here said that as with Ning, if they are building a big application, they are much more comfortable building it themselves - and are not interested in building on these types of platforms. Time will tell if Zimki can remove the need for coders from the process of building online applications.
Best of the day up to this point was Ben Holmes from Index Ventures, who gave a fascinating and honest talk about the process involved in startups getting VC money. According to Ben, the thing that VC"s are looking for, more so than people with good ideas, are people who are passionate about their ideas and can sell them. They also look for people who have excellent development teams who can execute their ideas. Index Ventures have invested in the past in Skype, Betfair, Last.fm and more recently in Netvibes. Their portfolio of past investments makes for good reading. According to Ben, when looking for VC money, the average startup can expect to have to swallow the following hard requirements:
1.) You will have to give up an average of between 20% to 35% of your ownership
2.) VC representation on your board
3.) Liquidation option for worst case scenario
4.) Participation rights
5.) Reverse Vesting (If you leave your company earlier than an agreed time your 65% to 80% ownership can be cut significantly)
6.) Certain control, and veto rights
7.) option pool
One thing that might be a big issue for a lot of startup founders is that a lot of VCs will not let you sell until such a point that they feel that you have peaked in terms of your company performance. So if you get an offer one year later of a few million, that might make you a rich happy retiree, they are probably going to make you hold out a lot longer and for a lot more money. The pre-requisites for getting VC funding are simple: you need to have a unique product or concept; you need to have an excellent development team; and your idea needs to have a large potential market. It was interesting to note that Ben also gave a list of reasons why you should not get VC funding:
1.) You will probably miss out on the option of any small exit opportunity, which in a lot of cases could be very lucrative personally;
2.) You will be bound to a minimum of 3+ years of hard work building your idea up;
3.) You will lose the opportunity to run a lifestyle business.
In the end, if you have a great product then you need to focus on your business and not on fundraising. You need to build up the PR of your company and get your name out there. VC"s spend most of their time looking around for new companies to invest in, so if you get your name out there and people like your product, then the VC"s will come to you - guaranteed. If you decide to take VC investment, its important to find a group that is interested in your product, do not have any competing products on their books, and are willing to help you with recruitment, business development, and exit strategies, and not just funding you.
Matthew Ogle and
Anil-Bawa-Cavia from Last.fm gave an overview of their
company history, from its humble origins on a rooftop patio somewhere in London to their
more comfortable offices of today. They claim that 15 million tracks are listed every day
on the site, with a total of 6 billion items listed from day one. This is a huge amount
of data and they talked about how they scaled their systems to cope with this.
Tj Kang from Thinkfree was next on, promoting their online office suite - which is free to use and I have been told is quite good. They also have an API for bloggers and website owners to convert their Microsoft Office files to a MSO free format, by passing their documents through the Thinkfree API and getting a flash or HTML document on the other end, that is delivered to the web user.
Jason Chuck from Google went through some of the features of Google Sketchup and showed some nice examples of user generated content.
Werner Vogels, Vice President and CTO of Amazon, talked about emergent design and becoming more flexible with how your service or application will serve its users in the future. He placed a lot of importance on knowing your required resources; when you need them; being able to use them when you need to; and not pay for them when you"re not using them. All of this of course ties in nicely with Amazons S3 storage and EC2 cloud computing products. He gave the example of Smugmug.com, who were spending $40,000/month on hosting, but after switching to S3 saved almost $500,000 dollars in the first 7 months.
Quotation Books is a new site that is launching in the coming weeks. From what I gather, it"s a search engine for quotes. You can place a quote widget on your site, and..... well if you like quotes, I guess you will like this site.
Soocial.com is a new site (not launched yet) that brings together all of your contacts on your blackberry, mobile phone, laptop, and PC. With a Soocial account, when you add a new contact to your list from, lets say an email, that same contact or .vcf info will be added to the contact list on your phone and all of your other devices. Their goal is to remove all of the syncing problems involved in managing contact lists across multiple devices.
The last speaker of the
day was Kevin Rose from Digg. He gave an interesting
insight into the history of the company and what goes on behind the scenes. He talked
about enabling Digg users who regularly digg the same stories and are nearby
geographically, to hook up and become friends. He also wants Digg to start showing you
stories based on what you have digged in the past.
Kevin announced plans for a Digg API that you can use to create a Digg swarm, that tracks Digg data relating to your own website - which you can then use for your own purposes. He also announced support for OpenID on Digg in the near future (add that to Microsoft"s and AOL"s support for OpenID!).
In the end there was nothing new announced here today, it was more of a big discussion about current products and current news.
Whether or not startups should focus on a business plan or not, was debated again and again. Mike Arrington said yes; Tara Hunt said no; Ben Holmes said yes, but not too much.
Everyone is pushing Adobe Apollo, there is lots of talk about attention data, and everyone we heard speaking today talked about the importance of building community for your users and shaping your application based on their feedback.
No mention of mobile technologies, semantic web, or web OS. Maybe I"m getting a bit ahead of myself, but those things are the future of web apps after all! More news tomorrow...
Ed: Big ups to David Lenehan for this thorough report. Looking forward to his report on Day 2 of the Future Of Web Apps conference.
Written by Charles S. Knight, SEO and edited by Richard MacManus
Last week I saw the following ad in Radio Shack for the Kronus 55 Piece Home Repair Tool Set:
Molded case (1)
Bits (20)
Bit holder (2)
Claw hammer (1)
Level (1)
Pliers (1)
Wire stripper (1)
Long nose pliers (1)
Utility knife (1)
Wrench (1)
Hex keys (sae
& metric) (18)
Hex key holder (1)
Tape measure (1)
Ratchet (1)
Screwdrivers
(4)
All for just $29.99!
As I was reaching for my credit card, the thought occurred to me: why not offer a 55 Piece Mobile Search Tool Kit... and not for $29.99, but for free!
The Mobile Search field is going to be "huge", but right now it"s growing in fits and starts. So for the early adopters amongst us, a tool kit will come in handy. Here then is my 55 piece tool kit for mobile search:
| MobiReady Report (1) | http://mr.dev.mobi - use to test your website"s mobile readiness |
| .mobi Mobile Emulator (1) | http://emulator.mtld.mobi/emulator.php - another site tester. |
| Build your own mobile site! (3) | www.winksite.com/mobile
www.zinadoo.com www.mobisitegalore.com |
| Mobile Search Engines (9) | www.m.ask.com http://mobile.search.live.com http://mobile.yahoo.com/mobileweb http://mobile.msn.com www.operamini.com http://mobilesearch.nokia.com http://mobile.google.com www.mediosystems.com (not yet live) www.boing.mobi (search for mobile sites) |
| Local Information (6) | www.truelocal.com http://mobile.local.com http://mobile.yell.com http://beta.tellme.com www.4info.com www.go2.com |
| Mobile "Portals" (2) | http://mobile.aol.com/portal
http://mobile.yahoo.com/go |
| "Skweeze" your site! (1) | www.skweezer.net |
| "Mobilze" your site! (1) | http://mobilizer.volantis.net |
| Mobile Shopping Engines (2) | www.slifter.com www.text2store.com |
| Mobile Coupon Alerts (1) | www.movoxx.com |
| Locate your "mobile" friends (5) | www.loopt.com http://beta.plazes.com www.bluepulse.com www.juicecaster.com www.plugoo.com |
| Developer"s Mobile Tools (1) | http://pc.dev.mobi |
| Mobile Services (3) | www.funambol.com www.go2.com www.widsets.com |
| Mobile Visual Search (2) | www.mobot.com (not yet
live) www.tiltomo.com |
| Mobile Video Search (2) | www.comvu.com/mobile
www.mtvmobile.com |
| Mobile Media Sharing (1) | www.shozu.com/portal/index.do |
| Mobile Browser (1) | www.mozilla.org/projects/minimo |
| Real Estate Search (1) | http://mobile.c21.com |
| Ask a Question, Get an Answer (5) | www.82ask.com/public/outside
http://mobile.answers.com/ www.askmenow.com http://nownow.com/nownow www.zipsy.com |
| Mobile Downloads (2) | http://plusmo.com www.infospaceinc.com/mobile |
| Mobile Map Applicatons (1) | www.maporama.com |
| Miscellaneous Sites (4) | www.sitofono.com www.talkplus.com www.vazu.com www.soonr.com/web/front/home.jsp |
With this tool kit in hand, you"ll be ready to tackle whatever mobile project
comes along. It"s almost impossible to fit all of these
nifty features into any of the hundreds of mobile devices in use right now, so don"t
be caught without your 55 piece kit!
As usual, we encourage you to tell us about any mobile search application that we missed - here in the comments of Read/WriteWeb.
Written by David Lenehan of Polldaddy and edited by Richard MacManus. This is David"s account of the second and final day of the Future Of Web Apps 2007 conference in London.
Today started with Mark Anders, Adobe"s senior principal scientist. Mark previously
had worked on the Microsoft .NET project from it inception until 2003. He gave a good
technical demonstration of Flex and
then created an application on the fly, to search for photos on Flickr. He also showed
off an online photo editing site called picnik,
which was built with Flex.
In other Adobe news, Actionscript 3 - which ships with the Flash 9 plugin - has some impressive improvements and now runs at up to 10 times faster than AS 2.0 in some circumstances. Going forward Adobe"s Tamarin (a.k.a. JavaScript 2), which was donated last year to the Mozilla project of the same name, will now be shipped with FireFox 4 - which is 2 versions away.
Chris Wilson from Microsoft, who has worked on Internet Expolorer from version 3 up, was here to talk about the future of the web browser. He looked back at the days when Outlook Web Access was one of the most advanced web apps around and was using AJAX before it was even called AJAX. He talked about the rebirth of the semantic web movement with RSS, microformats, and tagging. He ultimately talked at length about IE 7 and the importance of security, standards support and more.

Pic: Li==703
I am a web developer and I spend most of my time trying to work within browser limitations. But I don"t buy the idea that IE 7 is a progressive browser. It has taken about 6 years for them to release a new version - and there is nothing revolutionary about it. They fixed all of the IE 6 bugs and added a list of modern features, that we had already seen in FireFox. Yes IE 7 is at last a good stable browser from Microsoft, which has addressed the security issues that had plagued IE 5 and 6, along with the problems with lack of standards compliance, but I don"t think they deserve a pat on the back for that.
Chris Wilson also addressed an issue that is for some people the holy grail in terms of developing products for IE - having multiple versions of IE running on one machine. In short he said that this just would not be possible now or in the future. It just can"t be done, so no joy there. Not really a lot of information on the future of the browser in the end, but looking forward the wpf/e browser plugin is coming soon as a possible competitor for flash - and by the looks of it, it might just cause a few shock waves.

Pic: Larsz
The following people were involved in the panel:
The lunchtime discussion was based on the topic: "European start-up culture - playing catch up to the US". It was a fairly brief and humorous discussion between the audience and the panel members about this hot topic. The thoughts of the panel included Ryan Carson voicing the need for some kind of bigco sponsored incubation centers, with access to lawyers and business advisors to help foster new businesses. Mike Arrington bluntly stated that people here need to stop talking about doing it and just do it. Mike Butcher felt that the UK and Ireland has a very talented pool of creative people in this industry, but there are structural and cultural barriers to over come.
The rest of the panel talked about the problems with access to seed capital and the fact that there have been some very successful companies in Europe, such as Skype, who should be an inspiration to local startups here. There were some good questions from the audience, but there was just not enough time to discuss this topic. George Bush was dragged into it, Arrington called for the BBC to be dissolved and Tariq Krim was accused of using his position to chat up girls in Silicon Valley! A good show though overall.
At last some talk of the
mobile world came in the form of Daniel Appelquist from Vodafone. The first thing he did was to find out,
by way of the raising of audience hands, who used their mobile to access the web
regularly. This showed that most people in the room here use a mobile device to access
the web on a regular basis, and that most had even done so in the past 24 hours. A very
interesting fact that is obvious when you read it, but very interesting at the same time,
is that there are up to 4 times more mobile devices in use around the world that have web
access, than there are computer and laptops with web access. These numbers are
confirmation of just how big this space really is. In the UK vodafone data shows that the
biggest destinations for web users are Hotmail, BBC News and then Google. He talked
at length about the need for more adoption of standards by mobile
developers. Vodafone has a best practices list that they
advise everyone to follow:
- Design for one web
- Rely on web standards
- Stay away from known hazards
- Be cautious of device limitations
- Optimize navigation
- Check graphics and colors
- Keep it small
- Use the network sparingly
- Help and guide user input
- Think of users on the move
He also stressed the importance of thematic consistency for your content, across
mobile and more traditional browsers, to ensure a comfortable user experience. For more
info on best practices, check out: http://www.w3.org/2005/MWI
Tariq Krim from Netvibes made a quick announcement about their
new universal widget API. You will now be able to develop a widget for
Netvibes and it will work across a whole host of other platforms, such as
google desktop etc. You can see a preview of it here next week: http://eco.netvibes.com/uwa. He also mentioned
that they are going to support OpenID in the near future.
Khoi Vinh, design director for the New York Times, said that "the future is going to be awesome!" He talked about the problems they had in coming to terms with using the web as an effective outlet for their content, and interestingly how they tried to use the same templates in terms of content and layout where ever possible, both in the print and online versions. They understood that it was important to open up a dialogue with their readers, obviously learning from the power of the blogosphere in communicating with their readers in this way.
NYTimes has some cool new community applications to enhance the user experience. MyTimes is a sort of start page app that you can use to pick and choose the kind of content from their site that you want to see. TimesFile is a bookmarking system for creating your own archive of stories you like. Integrating one click sharing with digg, newsvine etc. has helped to generate more and more readers.
Vinh also talked about the problems that many sites have to deal with in displaying "counter-quality sources" - such as high def video and quality photographs from a digital SLR, right down to YouTube quality video and images taken on camera phones etc.
Simon Willision was here to help promote the OpenID standard, and he talked very passionately about it. He also talked extremely fast, so please excuse me if I have noted anything incorrectly here. With a number of high profile sites recently announcing support for OpenID, such as AOL and Digg, it is a topic that is really beginning to come out of the shadows and into the realm of wide spread adoption. [Ed: see Read/WriteWeb"s current poll for more on this topic]
Simon started by addressing the all important question of: "what problem does it solve?" Well its simple, if it takes off - all of us will just have one ID and password to log in and out of all of our accounts. Keeping track of all your account information is a nightmare, if you have a very bad memory like I have. I"m not going to go into too much detail about how OpenID works, but what sets it apart from similar systems is that it goes a long way to solving one big stumbling block people have with this concept - would you trust one company with managing your identity? With OpenID anyone can manage your identity, it"s up to you to choose that provider. Once you do choose a provider, which at the moment could be live journal for example, all you have to do is log into that OpenID account once and then you can go to any site that supports OpenID, enter your ID and password, and your details will be confirmed against your provider. That"s it, one login for all of your sites.
One great concept of OpenID is that you can create multiple personas on the one ID. You create a persona that you want to submit to a particular site, and another one that you want to submit to a different type of site. So I might choose to make up a fake name to use on my AOL account and not hand over very much address information, while at the same time I might choose to give far more accurate data over to my Digg account, through a different persona attached to my OpenID.
In Simon"s own words, the things that "suck" about OpenID are various issues surrounding phishing and security, but I"m sure most of these can be overcome. One interesting benefit of OpenID is that when a user comments on a blog, he/she can be added to a whitelist as a trusted user. When a user or bot enters spam into a blog comment, they can be added to a blacklist. These lists can then be shared amongst bloggers through various yet to be invented systems, which would help identify the good users from the bad. I think it"s very clear from this simple example, that the idea of rating users based on their behavior, and this then being shared between applications, would help streamline a lot of avenues on the web. One downside I see with a third party holding your info, is that they will be able to track your activity across the web with very little effort - but you do get to choose your own provider that you trust and so you are not locked into any particular one. But the stakes are higher with OpenID, if it"s adopted, because any security breach of the data would be disastrous. Get someone"s OpenID details and you get access to all of their sites.
The Future of Web Apps conference came to a close today. They are hosting a day of workshops tomorrow, which should be very informative. I talked with conference organizer Ryan Carson for a while today and he said that the next FOWA was going to take place in the US in September; and again in London this time next year. If you are near one in the future, I would definitely advise you to go along. It is good value for money and is small enough that you get to meet a lot of the people speaking, to talk with them further on a one to one basis. As with any conference like this, there are also ample opportunities to network. I for one have enjoyed the past few days.
Ed: Thanks so much to David for summarizing the two days for those of us who couldn"t attend.
Photo credits: donkeyontheedge [1, 2] and carl_gaywood
Written by Alex Iskold and edited by Richard MacManus
Music makes us happy. So happy in fact that we
shake, smile and fork off billions of dollars every year on it. So it is not an accident that
music is one of the most popular forms of media online.
Because the music market is large, there is an opportunity for innovation. We have recently seen a lot of new services such as Last.fm and Pandora jumping into the music market to compete with iTunes and more traditional music sites. In this post, we will discuss another newcomer - a mashup between a desktop music player and a web browser called SongBird.

SongBird is really just that - a mixture of a music player and the web browser. Built on top of the open-source Mozilla code base, this desktop application lets you manage your local music collection, search for new music online as well as instantly play any music on blogs and web sites.

You maybe thinking: So what? Why mix a music player and a web browser? We already have great applications that play music and let us browse the web. While this is true, we think there are good reasons to mash them up, particularly for music and perhaps for other things as well. The thing is: SongBird really understands music, understands the web and understands what people want to do with music on the web.
For example, the SongBird left pane contains a folder called Music Blogs, which comes with a few preset blogs. When you select a blog, the content loads in the central area, just like in the web browser. But in additon, SongBird displays a pane on the bottom that lists all tracks found on the current page. Below the pane, there are controls to play the selected song, add it to your playlist or library, download it or subscribe to the songs on this blog.

So SongBird is bringing semantics, or understanding of music, to the context of the blog. With the regular browser you would just see the page, but the music-aware browser is able to create much richer and much more meaningful experience. Even the common Subscribe action takes on a different meaning - you are asking to subscribe to new songs that appear on this page.
It is becoming more clear that the web is turning into a gigantic
database. We explained this trend in our recent post about Yahoo!
pipes. SongBird is another good example of this growing trend, because it treats the
web as a music database. As shown in the picture on the left, SongBird replaces the
standard search engines with the set of ones specific for music, making the music
searches quicker and more relevant.
SongBird solves a problem of bringing together our local music libraries and vast amounts of music online. This clearly makes sense for music, but what about other sectors. In general, does it make sense to have desktop applications that interact with the web? Now, just like a year ago, I think that the answer is yes.
The main reason is that contextual, semantical, specific applications can always deliver additional value to the end user. The browser cannot have features that satisfy everyone"s specific needs, and this implies the opportunity for a specialized application. Put it differently, specialized applications give the users another, more fine grained view of the same information that the web browser presents in a rather generic way. And that we know is a big business, because the nineties was the decade of Visual Basic on our desktops doing just that - showing different views of the same data.
However, there are challenges. While having more intelligence in the application about the data always makes sense, in the case of building web-aware desktop applications there are challenges. First, the web consists of links and people expect to be able to click. What value can SongBird add if the user navigates from a music blog to CNN? Probably none. Worse, because it has a music specific UI, it now takes up real estate on the screen - which just distracts the user.
Despite the challenges, we are likely to see more desktop applications tapping into the web. The amount and quality of the data is just too good to pass up. But these applications need not to be browsers. In fact, iTunes, has been basically doing this successfully for many years now. Its first secret: a complete UI that presents a meaningful view of your music data. The second secret is that links are handled within the application, so the users never have to switch around.
Coming back to SongBird, it seems that it has the potential to become popular. As it matures, it is likely to create truly a unique view and experience of online music. There are enough music fans out there to appreciate this sort of thing. What do you think about SongBird and other desktop applications that interact with online information?
Feedburner has released an interesting new report on web-based RSS Readers, prompted by the recent introduction of Google Reader into its stats (incidentally, for some reason R/WW only increased by around 20% after Google Reader was added to Feedburner; whereas most other tech sites increased by 40+%).
Feedburner is putting a lot of effort into enhancing the way it measures RSS feeds. I was talking to someone the other day about how RSS analytics is still very much a nascent industry - i.e. it"s even more difficult to get reliable feed reader stats than it is to get reliable webpage stats (and I"ve written before about how easy it is to manipulate both). Feedburner itself points out one of my particular bugbears at the moment - how being a default feed in an RSS Reader like Netvibes or Pageflakes artificially increases your RSS subscriber number (in some cases by a large amount). R/WW has benefited from this behavior too, as we are a default feed in the bundles that Rojo provides. But alas, we"re not a default feed on the other popular RSS Readers and startpages :-( Anyway, all of these things mean that a blog"s RSS subscriber number should be taken with more than a few grains of salt.
Despite all these issues with RSS analytics, Feedburner is leading the way in feed management for consumers and in this new report they discuss some new measurements - focused on how people are reading feeds and interacting (i.e. clicking or "viewing") with them. They call this "Audience engagement" and it seems to be a priority now for Feedburner, in order to counter the issues with straight subscriber counts (e.g. the default feed issue discussed above). For the record, I think this new focus on audience engagement makes perfect sense for Feedburner - as it will help move RSS analytics forward and remove some of the stigma attached to it, due to the current unreliability over RSS subscriber counts.
Feedburner has an aggregate db of 604,533 feeds and from that, they"ve come up with the following chart of audience engagement by "views", for web-based RSS Readers:

It shows that Google Reader is now the number 1 web-based RSS Reader with 59%, well ahead of former king Bloglines (which has been cruising along with no major re-designs, living off its reputation, for too long now). Netvibes has shown amazing growth over the past year and is now in an enviable position amongst the start pages. Newsgator is probably more of a niche enterprise and high end consumer play these days, which may suit it just fine. In reality, it"s a battle between Google and Bloglines (owned by Ask.com) for web-based RSS Readership.
Note that MyYahoo, one of the top 3 RSS Readers overall in Feedburner, does not figure in "views", as it only displays content summaries - so users need to click through to the site to view the full content. This is reflected in Feedburner"s graph of audience engagement by clicks:

A similar thing could be said about Netvibes and the other start pages, where users generally click through to view content. Interestingly, both of these charts suggest that Netvibes is 3 times larger than live.com, Microsoft"s start page. Although I"m sure even Microsoft would admit that at this stage, Netvibes is a much more sophisticated product. Microsoft (and Google) both probably figure they have plenty of time to catch up, as start pages are still a niche early adopter thing. In fact, there"s a very good chance Netvibes or Pageflakes will be acquired by one of the big 3 (Google, MS, Yahoo) by end of this year. My money"s on Yahoo acquiring Netvibes.
Pheedo has also come out with some stats for web-based RSS Readers. Their chart for market share indicates that Newsgator Online leads in subscriber numbers (in Pheedo):

Note however that Pheedo"s stats for Spring 2006 (PDF) showed that Bloglines was leading with 30% share then, against just 10% for Newsgator:

So what has changed since Spring 2006, to make Newsgator Online the leader amongst Pheedo publishers? I think that needs more explanation, if anyone from Pheedo is reading this.
It"s clear that Google, Yahoo, Ask.com (Bloglines) are leading the way with web-based RSS Readers. Google and Yahoo have different approaches for now and Microsoft isn"t bothered with a general web-based Reader - they will focus on email (Outlook), the browser (IE) and start page (live.com). Netvibes is showing impressive numbers and so must now be a prime acquisition target for one of the big 3 - and my guess is that Yahoo needs a strong "start page" type technology moreso than the other two, who are doing it themselves (live.com and Google Personalized Homepage).
Disclaimer: I am an advisor to Nooked, which is an RSS marketing company.
Written by David Lenehan of Polldaddy and edited by Richard MacManus. David also covered the Future of Web Apps event [1, 2] in London this week. Photos from Route79, via Flickr.
I went down to the Mashup event in London tonight, which was
organized by Vecosys and eTribes. The topic of conversation for the night was:
"What"s next, Web3.0? - The coming semantic web". The panel consisted of Paul Walsh from
Segala, Mark Birbeck from X-Port Ltd, Tony Fish, and Sam Sethi - who took the role of chair
for the night. Sam started by talking about where the semantic web movement was at the
moment and the emergence of Microformats. He showed us some
examples of sites that are using formats like HCard and HCalendar. For those of you who
are not familiar with Microfomats, a good example is a site called worldcupkickoff.com. They used the HCalender
format to help users bookmark the dates of games in the World Cup, in their own
calendar applications. Microformats are only supported in the browser at the moment
through the use of third party browser plugins, but it seems almost certain at this stage
that Firefox 3 is going to support them natively.
Mark Birbeck was first up and talked about his own products XPort and SideWinder. SideWinder is a platform that allows you to use web-based technologies such as JavaScript etc. on the desktop. You can put web applications in a wrapper and run them on the desktop. I"m not sure I really see the value of this product, but I don"t think that he had enough time to explain its merits. Xport is a XForms processor... I wont go into XForms, but it"s a technology that I"m watching closely, as it affects some of the things I work on myself.
Paul Walsh was on next, pushing the Content Labels format. His ideas generated most of the conversation for the night. Content Labels allow you to describe content on your website. You link to a Content Label in the HTML of your web pages, which is an RDF file that describes the content of your page. This is meta data and it serves a very similar purpose to the HTML meta tags of old. The difference with Content Labels is that you can have them certified.
So the idea is that lets say you have a website that talks a lot about football, has no adult content, is child safe and is in French. You can then create a Content Label describing all of these features, then you submit it to be certified. A third party authority will come along for a very small fee and make sure your content label is accurate, in relation to your site"s content. The clear advantage of this is that, if it is widely adopted, we will for the first time have meta data relating to web content that is verified and can be trusted to a certain extent. Search engines can then use this to help rank sites, browsers can show only child-safe websites to children, french sites to french speaking people and so on and so forth. I talked with Paul about Content Labels for a long time after the show and I realize I have not mentioned a lot of the other possible uses and functionality of Content Labels, but I"m still trying to fully understand it myself.

Paul Walsh at Etribes Mashup; Photo by Route79
As with microformats, at the moment content labels are only visible by way of a third party browser plugin for FireFox, called Search Thresher. There are no plans to implement this into any major browser releases in the near future, but people are taking note of this technology. The W3C are about to accept it as a standard and Microsoft has shown an interest in a plugin for IE.
There were a lot of questions from the audience and a lot of people didn"t feel that Microformats and Content Labels had anything to do with the semantic web. One interesting point that was raised is that these technologies only help make content on the web machine readable, but they don"t make it machine understandable - which is what web semantics is all about. But in my opinion, the semantic web is a long way off yet and we can"t make content machine understandable without first making it machine readable. It"s going to be a long road, but I think these technologies are important stepping stones along the way - albeit very early ones. I like Content Labels and I hope to implement them on my own site.
Tony Fish talked last and, as far as I could tell, he disagreed with the importance of the semantic web. However I didn"t understand what his points were, as his talk seemed a bit obscure.
I really enjoyed this mashup event, because instead of the speakers dictating to a mostly silent audience, the speakers were pretty much under the spotlight of the audience"s scrutiny. Sam and Mike told me afterwards that a video of the event will be up on YouTube soon. If you"re in London or near a Mashup again, go along - it"s a very good experience.
Ed: Thanks again to David for covering the Web events in London this week. I"ve certainly enjoyed reading David"s reports and so I"d like to "open the floor" for other guest bloggers to do this - i.e. provide reports of web conferences and events, from anywhere in the world. Please email me on readwriteweb@gmail.com if you"d like to help keep R/WW readers informed of web events.
I"m participating in the Radar Relay, a group blogging effort being run by Under The Radar in preparation for the upcoming Office 2.0 Conference on March 23 in Silicon Valley (I will be a judge at the event). So in this post I’ll be highlighting some of the office 2.0 news that came out this week.
The big news of course was Google releasing a Premier Edition of its Google Apps suite of office tools. The new-look suite includes the existing Google Apps tools - Gmail, Google Talk, Google Calendar, Page Creator and Start Page – plus Google Docs & Spreadsheets, a set of APIs and third party services, and a solid support and hosting package. We covered this on Read/WriteWeb, noting that it still falls short of a full office suite – missing is presentations, CRM, JotSpot(!) and other things. Also lacking is full integration and collaboration between the apps, a la Basecamp or Central Desktop. So Google Apps is a step forward, but by no means the final deal.
I was interested to read Zoho’s reaction to this – as Zoho is one of the small startups with its own office suite. In their blog they wrote that its aim is to be a best-of-breed solution that gets a nice little slice of the market:
“Our business plan is not based on us beating Microsoft or Google, it is based on serving customers well enough to earn a profitable share of the market. Business is not superbowl, though it often appears that way in a 24×7 news cycle."
Not everyone wanted to write about Google Apps this week ;-) Also check out Between The Lines" post, which warns us to read the fine print of Google Office.
Two in-depth office 20 articles this week worth checking out are: Dion Hinchcliffe’s Tracking the DIY phenomenon Part 1: Widgets, badges, and gadgets and Rod Boothby’s article about the recombinatorial web.
And two blogs that are doing a good job of covering office 2.0 startups are Rafe Needleman’s CNET blog Webware and Ismael Ghalimi’s IT|Redux. Catching my eye on Webware this week was Yackpack, a messaging tool “that lets you chat live as a group or swap recorded messages to group members, all within your Web browser". Also check out Ismael’s Desktop Roundup, which profiles “16 online desktop applications, from Clic!Dev to YourMinis".
Any other office 2.0 news or apps that got your attention this week?
Written by Rudy De Waele and edited by Richard MacManus. Note: this is a Mobile Web focused excerpt from Rudy"s complete wrapup of the 3GSM World Congress, held recently in Barcelona.
One
of the things I realized during the
MobileMonday Global Peer Awards is the increasing globalization of innovation. Innovation
is happening everywhere and a lot of start-up companies are working in the mobile web
area; while still in its very early stage, the mobilisation of the web is happening.
Google vice-president and chief Internet evangelist Vinton G. Cerf - also one of the founding fathers of the Internet - predicted Tuesday that mobile phones, not personal computers, will fuel the growth of the worldwide Web, as countries like India snap up millions of handsets monthly.
The mobilisation of the web was an important part of the discussions during 3GSM. Mike Rowehl and Carlo Longino wrote on this already; also read Michael Mace"s interesting take on this subject.
The content
hall (Hall 7) of the exhibition was filled with a lot of mobile adult (Sign ‘O’ the
Times?) and web companies resolutely going mobile including Yahoo. Shozu won for the 2nd time in a row the prize for Most Innovative Mobile Application
or Content Award with its Mobile MultiMedia Delivery Platform. To me Shozu is one of
the truly real great mobile integrated applications, but isn’t this a sign that no
other great innovative applications are around, or haven’t been noticed by the
organizers, or maybe have not been found worthy or mature to market yet?
This 3GSM was definately too early for the many mobile 2.0 (web) companies. Many of them need to work harder on their business models; they may try to go around the operators, but I think that over the next couple of years start-ups need to combine their innovative ideas and technology to work with the network operators, to deploy compelling new services - supposing these become available for the masses with affordable fees of course. In any case, this show didn’t have any sign of partnering mobile 2.0 companies yet, but hopefully we can expect some changes next year.
Operators now seem to realise that the top down content models are not working - people need content to consume and to play with. Vodafone seems to have understood this ahead of its competitors, and they announced some remarkable breakthrough deals. With European markets fully saturated with mobile telephones, Vodafone sees India as a key area for potential growth - see Vodafone’s $11.1 billion acquisition of controlling interest in India’s Hutchinson Essar. On the services side, Vodafone concluded deals with YouTube and MySpace. Nokia, on the other hand will offer YouTube content through a web browser and its new Nokia Video Centre, over mobile video RSS feeds. You can check all 20 Nokia press releases released during 3GSM thanks to Stefan at RingNokia.
3UK announced that Windows Live Messenger is now provided as a rich instant messenger mobile software client, allowing 3 customers to see the “presence” of their Messenger contacts and exchange messages when on the move with 3 mobile.
In the Mobile Search field I missed a panel with Daniel Appelquist - one of the real mobile illuminates I met during 3GSM, but you can read a good review here at MoCoNews. Another session I had to miss due to the many meetings was the Technology Breakout session on Mobile Web 2.0 moderated by Ajit Jaokar with Jon von Tetzchner - CEO Opera Software, Alex Kummerman - CEO Clicmobile and David Wood - VP Research at Symbian. Alex sent me a link where you can view the session presentations. Also interesting was the transcription of Tim Berners Lee keynote at 3GSM by Ajit.
To close, a
note that Second Life will soon be accessible from your mobile phone.
According to MarketingVox and Reuters’ Second Life bureau software from Comverse Technology will enable Second Life residents to visit the
virtual world from their Java-enabled mobile devices.The software was developed over the
last six months, well before the open-sourcing of the Second Life client, and relies on
using a separate PC or server as an intermediary. Comverse has also created an
application that allows Second Life to run on IPTV platforms. (picture from
Reuters)
Thanks Rudy for the 3GSM coverage. Head over to his blog for full details about the conference.
Written by Sramana Mitra
I have written several pieces recently about the Extended Enterprise trend, covering Segments such as Collaboration, CRM and PLM.
In the same vein, that I have proposed a framework for Web 3.0 = (4C + P + VS), I would like to discuss in this piece, a framework for Enterprise 3.0.
Fot those working with web technologies, and focused on business applications, the trend to watch carefully is the Extended Enterprise one, which hasn’t quite become mainstream yet.
Saas (Software-As-A-Service) or OnDemand is already a well understood and accepted trend. Nick Carr wrote in November 2006:
“Large companies appear to be jumping en masse onto the software-as-a-service bandwagon, according to a new survey of CIOs by management consultants McKinsey & Company. The survey found that 61% of North American companies with sales over $1 billion plan to adopt one or more SaaS applications over the next year, a dramatic increase from the 38% who were planning to install SaaS apps in 2005.”
However, to come up with new ideas, or to position your existing SaaS technology on a problem that matters to customers today, I suggest you focus on the Extended Enterprise trend.
So, let’s recap the vocabulary again. What is the Extended Enterprise (EE)?
The modern enterprise is no longer one, monolithic organization. Customers, Partners, Suppliers, Outsourcers, Distributors, Resellers, … all kinds of entities extend and expand the boundaries of the enterprise, and make “collaboration” and “sharing” important.
Let’s take some examples. The salesforce needs to share leads with distributors and resellers. The Product Design team needs to share CAD files with parts suppliers. Customers and Vendors need to share workspace often. Consultants, Contractors, Outsourcers often need to seamlessly participate in the workflow of a project, share files, upload information. All of this across a secure, seamlessly authenticated system.
Few of these Extended Enterprise stakeholders are inside the firewall. They don’t necessarily have accounts in the Enterprise IT network, posing challenges and creating friction in the workflow.
If you are designing an application that does either Expertise Location, Talent Management, or Contract Management using web 2.0 technologies, remember that you need to provide access control options to include these off-enterprise team members.
The reason I like this framework, is that companies are facing the full impact of globalization today, and yet their IT systems were designed a long time back - without any provision for managing this Extended Enterprise architecture. Thus, if you do come up with an architecture that successfully manages the workflow of EE, focused on a specific application, chances are you have hit some ready CIO painpoint and, therefore, appetite.
So, let’s try to use this framework: Enterprise 3.0 = (SaaS + EE), and see if it can help us hone the architectural design, as well as the application positioning.
Sramana Mitra is an Entrepreneur, Founder CEO of 3 companies, Strategy Consultant to 50+ companies, and Author of a popular technology business blog, Sramana Mitra on Strategy.
Written by Charles S. Knight, SEO and edited by Richard MacManus. The original version of the Top 100 Alternative Search Engines List appeared here on Read/WriteWeb on January 29, 2007. Every month, we"ll be updating the list and selecting a "Search Engine of the Month". At the end of the year, we"ll also select an Alternative Search Engine of the Year.
In February"s edition of the Top 100 Alternative Search Engines list, there are 32 new search engines (and of course 32 dropped out to accommodate them). You"ll find the updated list, in HTML and Excel formats, at the bottom of this article. A lot can happen in a month in the ever-changing world of Search, so accompanying the list is my commentary on the changes during February.
Firstly, let"s explain how we developed the list. When we say "The Top 100 Alternative Search Engines," we are referring to alternatives to Google. Many readers wrote in to ask what the criteria was for inclusion on the List, such as: is it the percentage of market share, or some other statistical measure? It is not. The criteria is twofold:
1) the Search Engine should exhibit superiority to Google - not as a whole, but in just one particular area. People have been talking about Wikipedia"s search engine Wikiasari or even digg as potential "Google killers". That"s fine, but we are not arguing that any one of the 100 list members is a "Google killer". Rather, that they should be matched against the appropriate corresponding part of Google. For example, TheFind is a shopping search engine and therefore should be compared to Google"s shopping search engine, Froogle. blinkx, a video search engine, should be matched against Google"s video search feature, and so forth. (See article #1 for a fuller explanation of these categories.)
2) Secondly, what ultimately gets a particular search engine into the Top 100 (as opposed to the hundreds and hundreds of "also rans") is my evaluation. It is a subjective, personal judgment from an SEO - not an independent, statistical measure. I liken it to a movie critic, who must be ready to defend his/her ratings, but the reader is by no means obligated to agree with them after having seen the movie.
Finally, there is no ranking within the Top 100, which is why it is displayed alphabetically from A-Z. However, starting this month, one of the 100 will be picked and featured as the "Search Engine of the Month."
It"s time then to announce the first "Search Engine of the Month" for 2007. This award means that the Site will be the first of the Top 10 for 2007 - a permanent honor - and one of only 10 eligible for the #1 position at the end of the year.
May I have the envelope
please...and the winner is...GoshMe! In my opinion,
GoshMe is nothing short of amazing. When you go to Google and type in, for example,
"coffee," you get 197,000,000 results. When you go to one of the Metasearch engines on
the List (Dogpile, mamma, gnosh, PlanetSearch, et al) you still get millions of web
Pages, but they are collated from a number of different search engines. GoshMe searches
across a variety of specialized search engines and databases, and for the above "coffee"
example it returned about 1,200 search engine options - each one of which might have 197,000,000 results! GoshMe results are categorized and have the option to be
filtered further.
GoshMe is not a metasearch engine, but I like to think of it as a Meta-Meta-Search Engine - an entire magnitude of searching above what searchers are used to. If you are prompted to register for the Beta version, go right ahead - it"s no big deal. Try a few searches to get the feel of the results. Then, click on the About Us link for a three page summary of how GoshMe works. Here is the brief version:
"Once the user sends us his/her query, we will check all Search Engines possibilities for him/her, and present it in the most comprehensive way, providing a list of all Search Engines and Databases appropriate to his/her query, ranked by relevance, divided by categories and sub-categories, and with a brief description about each Search Engine."
Note that CrossEngine, formerly mrSAPO, also searches across a wide variety of search engines individually - but I prefer the usability and the reach of GoshMe.
Finally, for the serious students of Search reading this article, scroll all the way down the About Us page and get a copy of the GoshMe white paper (21 .pdf pages) to really get to know what it"s all about.

Goshme, our Search Engine of the Month
Now back to the rest of the Top 100. Without a doubt, the most persistent comment about the original Top 100 list was that too many of the choices were not bona fide search engines. And while my definition of a search engine may be slightly looser than some, it was in hindsight a bit too loose. Of the 32 sites that were dropped, many were in response to that feedback: e.g. del.icio.us, digg, digg labs swarm, Feeds 2.0, last.fm, and Rollyo. The Updated list comes much closer to meeting the goal of 100 true web search engines; but I"ll watch the feedback just in case!
Also some engines, like Singing Fish (which was bought by AOL), just don"t exist any more. And there are name changes - mrSAPO (www.mrsapo.com) is now known as CrossEngine - and one accidental omission, Dogpile, which has been restored (thank goodness, because there are a LOT of Dogpile fans out there!).
On the flip side, many of the 32 names that are new to the list presented features that are clever or fantastic, which merited their inclusion, and the Top 100 cannot be expanded. When a new search engine is added, one must be deleted - it"s survival of the fittest, I"m afraid.
Here"s an example: last month Ms. Dewey was in the Top 100 due to its unique User Interface, which demonstrated so well how far we have progressed from Google"s white screen. This month, there is a new entrant, ASK VOX, which also has a talking female interface (screenshot below). I wanted both of them to stay, so another one had to be dropped.

Ask Vox, one of the new entrants to the list
Last month"s list had no Mobile search engines, but after my second article on R/WW, The 55 Piece Mobile Search Tool Kit, it was clear that the Top 100 needed some Mobile search engines. So Ask Mobile, Yahoo! Mobile, and Windows Live Mobile were added to this version of the List. Look for greater competition within this category over the rest of the year (and ongoing!).
Another new category is "the search engine that keeps on searching." These engines should be compared to Google Alerts. For example, I have a Google Alert for "Alternative Search Engines", which daily sends any matching results to my Inbox, saving me the trouble of performing a search of my own every day. Now we have some alternatives to Google in this area - please check out Allth.at, Swamii and Searchbots.
Of the search engines that are not "live" yet - such as Dipsie, Mobot, Megaglobe, or Powerset - Hakia was one that went live recently and so was ready to be listed. Each month we will no doubt add more "stealth mode" search engines to the List, as they enter their Beta testing phase.
Several new search engines just plain impressed me, and I wanted you to see them. You should explore Find Forward, a new metasearch engine; and Pipl, a "search for people" site.
I also tossed in a couple that I would like you to explore with us: WASAlive and Twerq. Tell us what you think of these.
Plus check out these "fun" search engines:
Since many search engines are still evolving, it is certainly possible for an "also ran" to move up into the List. Sproose is a good example of a search engine that is constantly adding new features.
And it"s important to note that 68 of the original 100 search engines are still firmly in the top 100, either because they have continued to improve (see Zuula), or because they have yet to be challenged (amongst the "Answers" search engines, only ChaCha uses paid guides, not volunteers or "community members"). This block of 68 search engines forms a sort of "core" representation of the new breed of alternative search engines.
This list is also available in Excel format.
| AllTha.at | www.allth.at | The search engine that keeps on looking. |
| Ask Mobile | www.m.ask.com | Mobile search engine from Ask.com |
| ASK VOX | www.askvox.com | A second talking female user interface. |
| AnswerBus | www.answerbus.com | Ask in English, French, Spanish, German or Italian. |
| Blabline | www.blabline.com | Podcast / videocast search engine |
| blinkx | www.blinkx.com | Video Search |
| boing | www.boing.mobi | Search the Mobile web |
| bookmach.com | www.bookmach.com | Searches for posts related to your keywords. |
| ChaCha | www.chacha.com | Human Guides are available to aid in your search. |
| ClipBlast! | www.clipblast.com | Video Search |
| Clusty | www.clusty.com | Clustering search engine |
| collarity | www.collarity.com | Behavioral personalized search / Collarity Compass |
| CONGOO | www.congoo.com | Searches for Premium Content |
| crossEngine | www.crossengine.com | Searches Search Engines; formerly mrSAPO |
| d e c i p h o | www.decipho.com | Behavioral personalized search / Social Meter |
| Ditto | www.ditto.com | Visual search engine |
| Dogpile | www.dogpile.com | MetaSearch Engine |
| dumbfind | www.dumbfind.com | Featuring the Two-Box search method. |
| exalead | www.exalead.com/search | Web / Image search with a European flavor |
| factbites | www.factbites.com | Search Result snippets are complete sentences. |
| fazzle | www.fazzle.com | Search engine that emphasizes Boolean Search |
| filangy | www.filangy.com | Personalized Search Engine |
| FIND FORWARD | www.findforward.com | Multi-featured search engine; check this one out! |
| FindSounds | www.findsounds.com | Search for sound effects and musical samples. |
| FyberSearch | www.fybersearch.com | Parent site for some interesting new search engines. |
| GIGABLAST | www.gigablast.com | A multi-featured search engine. |
| girafa | www.girafa.com | Visual search engine - results are thumbnails |
| gnod | www.gnod.net | Oustanding recommendation search engines |
| gnosh | www.gnosh.org | Metasearch engine |
| GoLexa | www.golexa.com | "COMPLETE page analysis for each result." |
| goshme Beta 3.0 | www.goshme.com | A search engine for search engines. Top 10 pick. |
| GoYams | www.goyams.com | Metasearch engine where you select the mix. |
| grokker | www.grokker.com | A multi-featured meta-search engine. |
| GRUUVE | www.gruuve.com | Groovy music recommendation search engine. |
| hakia | www.hakia.com | "Meaning based" search engine |
| ICEROCKET | www.icerocket.com | Blog search engine |
| ixquick | www.ixquick.com | Metasearch engine |
| KartOO | www.kartoo.com | Visually appealling clustering search engine |
| Lexxe | www.lexxe.com | Natural language processing (NLP) search engine |
| like | www.like.com | Visual shopping engine; see also riya |
| liveplasma | www.liveplasma.com | Attractive music / movies clustering / recommendation engine |
| Local.com | www.local.com | Search for local businesses, products, and services |
| lurpo | www.lurpo.com | Searches for custom Google search engines |
| mamma | www.mamma.com | metasearch engine |
| MetaGlossary | www.metaglossary.com | Searches for definitions, phrases and acronyms. |
| mnemomap | www.mnemo.org | Clustering search engine |
| Mojeek | www.mojeek.com | Customize your own personal search engine. |
| Mooter | www.mooter.com | Clustering search engine |
| mrquery | www.mrquery.com | Metasearch engine / metasearch providers |
| MS. DEWEY | www.msdewey.com | Unique user interface - enough said. |
| Omgili | www.omgili.com | Social community search engine |
| onkosh | www.onkosh.com | Arabic / English Search Engine |
| Pagebull | www.pagebull.com | Visual results search engine |
| pipl | http://pipl.com | People search engine |
| PlanetSearch | www.planetsearch.com | Metasearch engine |
| PolyMeta | www.polymeta.com | Metasearch and clustering search engine |
| pronto.com | www.pronto.com | Metasearch engine |
| qksearch | www.qksearch.com | Multi-featured "3-in-1" multi-search engine |
| Quintura | www.quintura.com | Clustering search engine with a new interface |
| Quintura for kids | http://kids.quintura.com/ | Search engine for kids by Quintura |
| RedZee | www.redzee.com | Search Engine with nice preview results |
| retrievr | http://labs.systemone.at/retrievr/ | Visual search engine |
| riya | www.riya.com | Visual search engine; see also Like |
| scirus | http://scirus.com | Scientific information only search engine |
| searchbots | www.searchbots.net | Have a little fun, create your own searchbot. |
| SearchTheWeb2 | www.searchtheweb2.com | Search The Popular Head and The Long Tail |
| sidekiq | www.sidekiq.com | Multi-category search engine. Very nice. |
| Slideshow | http://slideshow.zmpgroup.com/ | Displays search results as a moving slideshow. |
| Slifter | www.slifter.com | A mobile shopping search engine. |
| soople | www.soople.com | A simplified version of Google"s search options. |
| Speegle | www.speegle.com | The speeglebot talks to you. |
| Sphere | www.sphere.com | A blog search engine. |
| Sproose | www.sproose.com | Social search engine |
| S R C H R | www.srchr.com | Metasearch engine |
| SurfWax | www.surfwax.com | Meaning-based search engine |
| Swamii | www.swamii.com | Search engine that keeps on searching for you. |
| Swoogle | http://swoogle.umbc.edu | Semantic Web search engine |
| thefind.com | www.thefind.com | Shopping search engine |
| Trexy | www.trexy.com | Follow "trails" and "trailblazers" with Trexy. |
| turboscout | www.turboscout.com | Metasearch engine |
| TWERQ | www.twerq.com | Multi-category search engine with tabbed results. |
| UJIKO | www.ujiko.com | A fun interface where you can vote on the results. |
| url.com | www.url.com | "Search with many" community metasearch engine. |
| VMGO.com | www.vmgo.com | Vote on the search results with emoticons. |
| WASALive | www.wasalive.com | A new member of the list. |
| Web 2.0 | www.web20searchengine.com | Web 2.0 search engines |
| WEBBRAIN | www.webbrain.com | Clustering "see the web" search engine. |
| whonu? | www.whonu.com | Deluxe metasearch engine. |
| WIKIO | www.wikio.com | "Live information from 33981 media and blogs" |
| Windows Live Mobile | www.wls.live.com | Windows Live Mobile search engine |
| WiseNut | www.wisenut.com | Clustering search engine |
| Yahoo! Mobile | http://m.yahoo.com | Yahoo! Mobile search engine |
| Yahoo! MINDSET | www.mindset.research.yahoo.com | Intention-driven search; commercial versus research |
| yoono | www.yoono.com | People-rated community web search |
| yoople | www.yoople.net | Yoople! = Yahoo! + Google + People |
| yubnub | www.yubnub.com | Use command lines to search the web. |
| ZABASEARCH | www.zabasearch.com | People and Public Information Search Engine. |
| zapmeta | www.zapmeta.com | Metasearch engine |
| Zippy | www.zippy.co.uk | Search engine for webmasters |
| ZUULA | www.zuula.com | Multi-category, multi-search engine, with good tabs. |

Written by Alex Iskold and edited by Richard MacManus
It"s 2007 and no longer do startup employees, or even those of medium-size and large companies, need to be located in the same place. Instead, more and more companies are going virtual. The answer to long commutes, inner city traffic, tapping into creative minds in other geographies and combating global warming is: a "work from home" policy.
But in order for working from home to be effective, certain things need to be in place. The most critical is technology - a set of tools, along with the infrastructure, that can replace the traditional office. Using these tools it is possible for team members to connect, communicate and execute as effectively as a traditional company. So in this post, we look at software that makes virtual companies possible.
Pick: Skype; cost: free. Alternatives: Gizmo, Jajah, Google Talk, more...
The first tool for a virtual company has to be one that
replaces face-to-face communication. This is not an easy task, but Skype gets close. This popular software bundles the
phone, traditional chat, conferencing and video conferenecing and works on Windows, Mac
and Linux. It is powerful to be able to chat and, when necessary, call a team mate. All
Skype PC-to-PC calls are free and there are options such as SkypeOut (calling normal
telephone numbers) and SkypeIn (gives you a phone number for anywhere in the world).

The next useful feature is the ability to transfer files. If you need to send a document or a screenshot, Skype can be faster than email and it is right there. Skype can also be used to conduct meetings. Typically, it would be used in conjunction with screen sharing software (more on that below). Finally, Skype supports video and works with any camera attached to your computer. This is neat, but think twice about what you are wearing before flipping that switch :-)
Pick: GotoMeeting; $49 per month, Alternatives: WebEx, BudgetConferencing
Skype facilitates communication, but it does not allow sharing
of screens. It is helpful to complement meetings with real-time screens, particularly if
you are brainstorming, talking about design (for example) or simply want to get on the
same page faster.
Our recommendation is a simple desktop sharing solution like GotoMeeting, because the features of the higher end services are rarely used and tend to be buggy. GoToMeeting has been around for a while and offers instant desktop sharing which "just works". It is written in Java and can run on many platforms. It takes a few minutes to learn the UI, but after that starting new meetings and inviting people is straightforward.
There are quite a few other companies that enable online meetings. One of the "high end" solutions is WebEx, which has three core offerings - a meeting center, MeetMeNow plan, and pay per use. The meeting center is a comprehensive solution that supports various forms of sharing and interaction between participants. You can share presentations or a full screen, draw on a scratch pad, and chat with the meeting participants. The plans depend on the number of concurrent meeting participants and start at $75. Another alternative is MeetMeNow, which facilitates instant desktop sharing. The cost is $49 per month or $39 if you commit to a full year. Finally the pay per use solution offers exactly that, for 33c per minute per user. However in my experience, WebEx has not been as reliable as GoToMeeting.

Pick: Basecamp; $29 per month. Alternatives: CentralDesktop, ActiveCollab (free, but you need to host it), TeamWorkLive, QuickBase
Project management is essential to the success of any project,
let alone a virtual one. Execution requires planning, scheduling, division of tasks and
tracking. Basecamp from 37signals is an excellent tool that encapsulates the
essential elements of project management.

The Basecamp main screen presents a dashboard view of the upcoming milestones and latest activity. Each person can also get a view of his/her milestones and tasks. The tasks are modeled as todo lists and can be attached to the milestones, which are tied to a date. This is basically it in terms of tracking, but no one familiar with Microsoft Project is going to miss the Gantt charts here.
In addition, Basecamp offers storage of files (unfortunately there is no way to tag files, which would be a great addition) and an interesting variation of a scratch pad called writeboard. The writeboard allows people to create text documents using very basic markup. You can bold things, create links and include images - without needing to learn HTML. The writeboards can be versioned, which is handy, but not essential.
There are a number of monthly plans, with various tradeoffs in the number of projects and storage space. For $24 per month you can create 15 projects and store 400MB of files. The maximum plan allows you to have unlimited number of projects and store 20GB of stuff for $149 per month. There are also a number of plans in between, for all tastes and needs.
Pick: Google Calendar; Free. Alternatives: Yahoo! Calendar, 30Boxes, Kiko
Noticibly missing from
Basecamp is the calendaring feature. Personally, I would like to see that as part of the
project management solution - particularly a view of events and milestones. Fortunately,
there are quite a few calendaring solutions that do a good job. The one that stands out
from the crowd is Google Calendar.

The product has an intuitive Ajax-based UI that does a very good job of managing events. Two features that are essential for teams are shared calendars and support for multiple calendars. Multiple people can see and book events into the same calendar. Also, the user is able to maintain a set of calendars that is then merged into a single, aggregated view. So it is easy to combine business and personal events. Google calendar also integrates nicely with GMail and sends out email alerts for upcoming events.
Pick: CVSDude; $22 per month. Alternatives: SourceHosting, Version Host
If you are running a software development business, you need
to have a source code version control system. While you could run such repository on your
corporate computers or have your web hosting do it for you, it is even better to use one
of the specialist online services - to make sure that things are done right.
Typically, you would use either CVS or Subversion version control systems. Each offer powerful ways to manage your code in a concurrent development environment. Hosting companies provide the turn key solutions which, in addition to the code management server, include a dashboard for managing developer accounts, and bug tracking systems. The setup is easy, particularly because most modern IDE have support for version control. The pricing varies based on the storage space and number of concurrent users.
Pick: ElephantDrive; $34.95 per month per person - discount. Alternatives: JungleDisk, Mozy
Whether it"s our personal data or corporate
information, it is always better to be safe than sorry. In our day and age no one can
afford to waste even a single day due to data loss. Luckily there are now online backup
solutions that can be deployed quickly and on a budget. ElephantDrive is one of the newcomers that offers
a backup solution based on Amazon S3 storage. It comes with an intuitive user interface,
that allows you to specify files and directories that you want to backup. After that it
just works, quietly backing up your files to S3.

Since in a virtual company, computers are not likely to be networked - backup solutions need to be implemented for each computer. To support this use case, ElephantDrive offers special corporate discounts which can be obtained via email. There is however no common corporate directory view, something we are all used to. It would be nice to see this feature in the future, as it would be great for virtual teams.
Pick: QuickBooks; Cost Varies, $50 per month+, extra per employee
Last, but certainly not least, is the category of accounting
and payroll software. The problem is that financial matters are rather complicated. In
addition to complex federal laws and regulations, there are state (and country!) specific
nuances that can drive you crazy for hours. This is one area where getting a specialist -
a bookkeeper - is definitely a good idea. The good news is that online services like QuickBooks are working hard to make things
easier.
The packages range in price and functionality, depending on your needs. The basic package does not include payroll and direct deposit, which most people want. The full package has everything for around $90 per month, plus additional costs per employee. QuickBooks is complex, but it"s comprehensive software. The online version seems to be easier to use then the offline one. It allows you to easily connect to all your bank and credit card accounts, issue invoices, make payments and keep track of consultants and employees.
It is truly amazing how far and how quickly virtual team technology has evolved. Just a few years ago virtual companies were very difficult to run, because of logistics and costs. However the tools that we have covered in this post, collectively, have opened the door to a new breed of companies - small, agile, virtual businesses. These companies exist because of this new wave of communication tools and substantially lower infrastructural costs.
In addition, virtual companies consist of happier employees. These are people who do not need to spend time in traffic, people who save money on gas, people who conserve resources and, perhaps most significantly, people who spend more time with their family. So perhaps this simple, yet very profound, application of technology is the beginning of a new trend and the way we will mostly work and communicate in the future. Let us know what you think and please tell us what virtual office tools you use - and indeed whether you work from home or in a corporate environment.
Written by Alex Iskold and edited by Richard MacManus
It is no secret that we live in an information overload age. The explosion of new types of information online is a double-edged sword. We both enjoy and drown in news, blogs, podcasts, photos, videos and cool MySpace pages. And the problem is only going to get worse, as more and more people discover the new web. Consider the two charts below, illustrating the growth of the Blogosphere at large and also in number of posts published by tech news blog TechCrunch:


Because of this information explosion, we no longer read - we skim. The news that used to last a day now lasts just a few hours, simply because we need to pay attention to the new news. So it is becoming increasingly difficult to juggle all the news sources and keep on top of things. Which brings us to the law of information, stated first by Herbert Simon: the rapid growth of information causes scarcity of attention.
Things get more interesting when we realize that our attention crisis is not only our problem. It is also a big problem for news sites, blogs, search engines and online retailers. Our scarcity of attention hurts their economics. The web sites that contain content relevant to us have a big incentive to make sure that we find it. Consider this scenario. You navigate to a news site and start reading the headlines. What is the likelihood that you leave if you see an irrelevant headline? High. Another example. You go to Netflix and look at movie recommendations. What is the likelihood that you will stop browsing after Netflix shows you a movie you do not like? Again, very high.
When information is abundant, the false positives are very costly - they are basically deal breakers. Consumers happily leave sites, knowing there are a ton of alternatives out there. Unfortunately, this becomes a lose-lose situation, because if consumers rarely find satisfying experiences then retailers won"t get consumer dollars. The idea behind the Attention Economy is to create a marketplace where consumers are happy, because if they are shown relevant information - then retailers are happy too, because happy consumers spend money!

The basic ideas behind the Attention Economy are simple. Such an economy facilitates a marketplace where consumers agree to receives services in exchange for their attention. The ultimate purpose is of course to sell something to the consumer, but the selling does not need to be direct and does not need to be instant. For example news feeds illustrate the point well, since they ask for consumers attention in exchange for the opportunity to show him/her advertising. The Search engines are similar in that respect, because they show ads in exchange for helping users find answers online.
It is important to realize that the key ingredient in the attention game is relevancy. As long as a consumer sees relevant content, he/she is going to stick around - and that creates more opportunities to sell. Literally, the longer a user stays on a site reading news etc, the higher the chance that person will click on an ad. So the question is: how do you show the user relevant content? This is a complex problem that can be partially addressed by recommendation engines. However, it is not possible for sites to generate relevant, personalized content unless they know the user. To personalize, web sites need to know you: your browsing history, the books you like, the wines you drink, the music you listening to, etc. The more information the better.
Another key ingredient of the Attention Economy is privacy. The challenge is not just to protect consumers information, the challenge is to put the user in control of her information. The notion that in an Attention Economy, a user"s information is up for grabs and can be bought and sold is misinformed. Instead, the user chooses what services he/she wants to receive, in exchange for their attention information. To help message these ideas and to protect consumers, Steve Gillmor and Seth Goldstein founded an organization called AttentionTrust.

Something as big as an Attention Economy needs a solid foundation. This marketplace needs participants who play by the rules, as defined by an independent entity. The founders of AttentionTrust succeeded in defining a simple, elegant, yet encompassing set of principles that define the rules of the game, by outlining the basic consumer rights in the AttentionEconomy:
So the principles define the rules for any company that wishes to participate in the Attention Economy. For example, it follows from the rules that services should provide a way for users to export their information. Another consequence of the rules is that a user should be able to request cancellation of their account and deletion of all their information. So these seemingly simple rules ensure that participants transact fairly and that businesses do not monopolize users information.
The concept and principles of the Attention Economy sound appealing, but they beg a question: is all of this feasible? Clearly many things need to fall into place for something as big as this to be born. Technology and the architecture of attention play an important role in facilitation of the marketplace. Ideally, a body of standards and protocols should be the technological foundation of the Attention Economy. Since these are early days of the conversation about attention, such standards do not yet exist. Here is an outline of what the Attention Architecture will look like (there is a detailed post on the topic from last year on my personal blog):

According to the diagram above, both implicit (clickstream) and implicit (bookmarks) attention is captured and stored in a database. The users have control over what attention capturing system to use. For example, AttentionTrust has created a Firefox add-on called AttentionRecorder which captures clickstream and redirects to a vault. The user also has a choice of where to store the data. A standard protocol between the attention capturing software and storage software ensures that users have the choice.
The user information that is stored in the database can be accessed by trusted services. These services, approved by the user in advance, have the opportunity to take advantage of the user information to deliver personalization. For example, Netflix can take advantage of the user data to personalize movie recommendations. Newsvine can use the user"s OPML to personalize news and Google can use the data to prioritize and filter their search results. So from a technical point of view, the key to facilitating the attention marketplace is in decoupling of attention capturing, attention storage and attention recording services.

Despite a large number of issues and substantial complexity, the Attention Economy is coming. The economics of the web and information explosion are driving us towards it. Understanding the issues and laying down correct principles and technology are important, to ensure this future marketplace is healthy. Here are some of the important issues that need to be addressed:
These challenges are far from trivial and will take time to resolve. Particularly, an industry round table is critical in order to expedite creation of standards and infrastructure for attention. The initiatives in several large web companies are on the way, but nothing has been formally announced. Also, a lot of smaller companies are well on the way to building attention services. They do not yet plug into a marketplace, but they will once the appropriate body of standards emerges.
So this is the current state of the "attention" space. Please let us know how you think this will evolve and which are your favorite attention companies. Also let us know if you are interested in more posts on the topic.
The Library House blog has done a geographic analysis of Charles Knight"s Top 100 Alternative Search Engines list. After a bit of Web research, Library House was able to find out where 94 of the 100 search engines in our list are located. The result is that the US, and California in particular, is the place to be to develop a ground-breaking search engine - with 25 of the 94 search engines coming from California. Perhaps unsurprising, but it does prove that Silicon Valley is still the center of search engine innovation at least.
Library House came up with this very nice tag cloud, showing the results:
All up, there are 17 countries and 15 US states represented in the list. France and the UK are the next best represented countries, with 7 and 6 alt search engines respectively.
I wonder if Library House would let us know the 6 search engines they couldn"t locate, as I"m sure the "wisdom of crowds" can figure their locations out (i.e. in the comments here).
On the topic of alt search engine list mashups, Don Dodge also wrote a great post attempting to categorize the list. If anyone knows of other ways to mashup the list, let us know - don"t forget there"s also an excel spreadsheet version available.
Written by Emre Sokullu and edited by Richard MacManus
About 2 months ago, HitWise published a report stating that Technorati, the leading blog search company, had for the first time fallen behind Google BlogSearch in traffic. The reason was Google"s new strategy of pushing Google BlogSearch on the Google News homepage. A quite unfair competition for Technorati, but this was an expected and very natural move for Google. So in this article, we take Technorati under the microscope - looking at their technologies, strategies and ultimately their exit options.

Source: Hitwise
The Technorati vs Google question is equivalent to the Blog Search vs Web Search question. But while in regular web search, relevancy is the key parameter; in blog search, it is only a secondary parameter. The most important aspect of a blog search result is its actuality. In other words, time is the primary parameter in Blog Search.
The best way of keeping up with latest reactions in the blogosphere is having a good ping database - and that was the sole reason why Yahoo snapped up open source ping service Blo.gs in 2005. Technorati, as the most popular blog search player and one of the earliest entrants in this market, should have a great ping database. On the other hand, Google"s page rank algorithms are not so handy in this race.
However, Google"s vast resources are definitely something that Technorati is missing. Technorati is known for their unhealthy infrastructure, that results in frequent annoying outages. We only need to look at what happened to Friendster, where their technical issues (amongst other things) gave a big opportunity to their competitors - particularly, as it turned out, MySpace.
Technorati has a relatively bloated design, at least in comparison to the sparseness of Google"s UI. This is a sign of their courage and self-confidence. Technorati was born in the time of Google"s PR honeymoon, when everyone was talking about the supremacy of Google"s simplistic and lightweight design choices. At that time people were also saying that Yahoo had lost the game, because of their design and page sizes. This is why all of the early blog search ventures, like Feedster, followed Google"s rules and chose similar minimalist patterns.
But Technorati was the only one that recognized that blog search is completely different from web search. Unlike regular search, blog search is a social thing - so it requires more social elements. That"s why Technorati"s design has always been emotive and they have chosen to "bloat" their homepage with features like popular searches and "Featured Bloggers".
Another great asset of Technorati is their blogger-friendly utilities and blog popularity ranking. These tools have made Technorati a unique blogging authority and a site for all bloggers to keep their eye on.
The latest add-on, WTF? (supposedly standing for "Where"s the fire?"), is a buzz indicator and aims to make Technorati the Wikipedia of topics. It"s a very new feature and has a long way to go.
Another differentiating feature of Technorati is their strong advocacy and leadership in microformats. Very briefly, microformats add semantics to HTML markup - to take it from being machine readable to being machine understandable.
Technorati"s relationship with microformats is similar to Six Apart and OpenID - it is beneficial from a business perspective as well as being good for the Web. Technorati"s CTO Tantek Celik is a prominent player in the world of microformats and is also a founder of the Global Multimedia Protocols Group.
Now the big question is: what will be the exit of this small San Francisco based company? An IPO, an acquisition? No one knows, but there are some obvious considerations:
Michael Arrington posted
similar predictions one year ago, but nothing has happened since then. So we light the
flame one more time - when will Technorati be acquired?
This is a guest post written by two of the researchers behind IBM"s Many Eyes app, Martin Wattenberg and Fernanda B. Viégas. R/WW profiled Many Eyes, a "shared visualization and discovery" service, back in January. Many Eyes has been running for a month now, so in this post Martin and Fernanda showcase some of the best visualizations, so far, and talk about the future of "social data analysis" on the Web.
The idea for Many Eyes came from some
surprising behaviors that we each serendipitously observed.
Several years ago, Fernanda was working on an email visualization program. When it came time to run experiments, she was extremely careful to let her subjects know that visualizations of their email would be completely private - the assumption was that no one would ever want to reveal their personal mail. To her surprise, her subjects immediately began to ask for ways to share the visualizations with others! In fact, it turned out that the process of storytelling and reminiscing was one of the most valuable aspects of the visualizations.
Martin"s serendipitous experience came two years later, when he created a baby name visualization to illustrate a book that his wife had written. After the site went live, he spent an embarrassingly long time doing Google searches to find out what people were saying about it. His self-centered surfing was rewarded with the discovery of many large, detailed blog conversations in which users - who often had no immediate interest in naming babies - speculated about various trends and patterns they"d found in the data. In aggregate, the analysis of the data was both deep and broad - uncovering a huge amount of information.
These two experiences were the motivation behind Many Eyes. We wanted to find out whether these experiences were flukes, or whether there really was a powerful social angle to visualizations. And we felt that the only way to find out was to create a participatory website available to the entire internet - to create not social software, but societal-scale software.
This represents a break from conventional visualization research. Traditionally, computer scientists concentrate on scaling in terms of data, making visualizations work for bigger and bigger databases. Our agenda is to scale the audience, not the data.

Many Eyes Visualizations homepage
Many Eyes was launched a little more than a month ago. By the way, the original Read/Write Web article listed "Fernanda and Martin" as the developers - in fact everyone in the IBM Visual Communication Lab has worked on the site, and probably the two of us did less of the actual development than anyone else!
So what has happened? Was our hypothesis about the social use of visualizations correct? It"s too early for any scientific conclusions, but that won"t stop us from giving some anecdotal evidence ;-) Here are three anecdotes:
1. One of the earliest users of the site uploaded a set of data that described which figures in the New Testament were mentioned together, and then used our graph visualization tool to create a network diagram of these figures. You can see this visualization here (screenshot below) and the blog post they wrote about it here. This network got picked up by a whole community of bloggers who were interested in the statistical analysis of the bible - we counted more than 100 trackbacks on the ESV blog where it was posted.

New Testament figures visualization
This in turn led other users to upload their own data to create visualizations, such as the proportions of New Testament authorship:

New Testament authorship visualization
2. Another user uploaded a set of data on global warming. In this case, most of the discussion occurred on the site itself - where there was a heated (if you"ll pardon the pun!) debate over the meaning of CO2 and temperature trends in recent years.

Global warming visualization
3. A frivolous example, that nonetheless shows the social aspects of the site, can be seen in this visualization of books. Entitled "Harry Potter is Freaking Popular", the diagram is a bubble chart that shows the top 50 books on LibraryThing. In this case, the comments hold not much analysis. But we started a little game: we realized that we could use the highlighting feature of the chart to show which books a person had (or hadn"t) read. As of this writing, a dozen people had participated in the "game" of showing what they had or hadn"t read.

Library books visualization
A lot, we hope! We think that social data analysis is a lively area right now and we are not the only ones exploring this space - two other sites of note are Swivel and Data360. Each of the 3 sites has a different emphasis, but what we have in common is a belief that the web enables a new, social kind of data analysis; a type of statistical thinking that is both playful and serious. We"d argue that this is just one way in which visualization is becoming a new and important mass medium - but that"s a blog entry for another day...

Swivel

Data 360
OpenID has gained two more high profile Internet company
supporters. Wordpress announced their support today
and also Chris Messina did a bit of snooping and discovered that
37Signals support is nigh. These two organizations join Digg, Microsoft,
AOL, Yahoo,
LiveJournal, MediaWiki, and others in their support of OpenID. There are still gaps -
e.g. even in today"s Wordpress announcement, it"s worth noting that you can"t actually
sign into your Wordpress blog with an OpenID a/c. But you can (as Chris
Messina explained) use your WordPress.com URL as an OpenID elsewhere, making
WordPress.com an “identity provider”.
Remember our poll, which showed that 52% of respondants either don"t have an OpenID account or don"t know what it is? Well that"s slowly changing - and every time a new Internet company supports OpenID, the chances of OpenID becoming the decentralized identity service of choice increase.
But as Marc Canter recently pointed out, Sxip is the loser in all this - having once been the poster child for open identity on the Web. Sxip is still claiming to be "the market leader in Identity 2.0" though - and it does seem to have a nice deal with Google, which just happens to be the only one of the Big 3 not to have jumped onto the OpenID bandwagon yet...
Written by John Milan and edited by Richard MacManus
Way back when I was in high school I found myself in a high school science
class. It was your typical experience, replete with bunsen burners, saftey
goggles and a science teacher named Norbert. But one day Norbert had an
inspriation - he let the class watch a video of James Burke and his Connections
series, which described all of the happy accidents in technology through the
years, that have brought us where we are today. My favorite accidental
connection was the development of fine mist sprays for perfume bottles. While it
may have helped people smell better, the real combustion happened in your
automobile, where the fine mist sprays became fuel injection nozzles for the
modern gasoline engine.
Like a fine fragrant perfume, Amazon has a revolutionary technology sitting right under everyone"s noses. Their happy accident? Building a reliable, scalable and robust ecommerce system. While I"m sure Jeff Bezos didn"t envision his online company being compared to perfume sprays, the fact of the matter is, even after immense technological investment, retail needs a lot of perfume to make the margins smell nice-- even if you"re online.
But in their quest to prove to the world that online retail is the wave of the future, Amazon has created not just a fine mist. They have unexpectedly created a vapor cloud - or internet cloud - that is ready for ignition. Most fortunately for Amazon, they"ve been able to build one of the world"s most impressive, massively scalable datacenter systems. Most fortunately for you, they"re willing to share it. And most fortunately for corporate programmers, you"re about to be relevant again.
How valuable is a robust, secure, scalable and reliable computing platform that allows you to store and retrieve any kind of digital data from anywhere in the world at anytime of the day? While your average high school student doesn"t have much use for one, technology visionaries and corporate titans have been willing to pay big money to build such platforms. Groove Networks ran through approximately $120 million of investment in order to build and convince the world that theirs was robust, secure, scalable and reliable. Microsoft, which purchased Groove in 2005, is spending upwards of $2 billion in order to do the same thing. Google"s entire business model requires them to reinvest huge amounts of capital into their storage platform. Throw in Yahoo and Baidu and it"s clear that such computing power is seen as a technological edge.
However a high school student can rent one of the best, most proven, storage platforms of them all -- for a little less than $.50 per month. If he or she is willing to lay off the occaissional candy bar, he/she can be on an equal web infrastructure footing with the richest technology companies in the world. If I was an investor in MSFT, I might even ask if investing $200 million in Amazon makes more sense than $2 billion on your own technology and starting from scratch. In fact, taking it one step further, I might even be worried that Amazon"s examples treat .NET as just another language - alongside Java, Ruby, PHP, Python and Perl. Another $1.8 billion into .NET and Visual Studio might take care of that, especially for those prized corporate programmers.
Like anything worthwhile, it takes a bit of time to figure out the best way to exploit it. The obvious comes first: use Amazon"s storage capacity and scalability to store data such as images or globs of backup data. Indeed, a simple scan of Amazon"s Simple Storage Service solutions shows many backup, photo sharing and large email attachment services. Furthermore, most of these services are web-based and so their single greatest cost is usually bandwidth. Hence Amazon"s marketing focus on web 2.0 apps as their clientele. This makes perfect sense, as it fits the world"s current multi-tiered architecture: the simple browser on the client, the business logic on a web server and now the robust data store on the backend.
Many well known and successful companies are exploiting this today: SmugMug, 37Signals and MyBlogLog to name a few. Would you know it buy using these services? Probably not, unless you have a keen eye reading the urls flash by as elements on your web page are downloaded. Does it matter? Not one bit. Each of these services uses Amazon S3 in order to offload the work of sending images and documents off their servers and onto Amazon"s. As a result, each company can focus on their distinctiveness and bring it to market as quickly as possible, without worrying so much about infrastructure. In some cases it"s enough to prove the concept and sell to a large company in just a few months.
In the US there is a saying: "Only Nixon could go to China.". While Amazon has positioned itself as a proven resource for eager online entrepreneurs, they have also (accidentally?) created a solution that makes the client chic again - actually both the Client and the Server. Indeed, Amazon"s Simple Storage Service takes us back to the 1980s, resurrects Client/Server architecture and provides it on such a scale that it actually works.
In the late 1980s, when C/S became a holy grail, it quickly sprang a leak at the supper table as large deployments grappled with networking protocol decisions, scaling issues, big capital investments for servers and, of course, maintenance. Amazon has moved these giant obstacles aside and resurrected something most thought dead. And this from an online department store!
While Amazon is still very much a consumer site selling anything they can display on a web page, at some point people will see the light and realize that a lot of C/S architecture implemented, deployed and wheezing along in corporations around the world can be refactored with services like Amazon S3. By providing the ultimate server, Amazon has made it possible for programmers to build corporate client software that a) actually scales and b) actually cuts costs - no more corporate servers to procure, house and maintain. A corporate programmer can create a client that can scale for the entire organization by using a good GUI tool and something only moderately more complicated than File.Open. Web application stacks of functionality might not look as appealing compared to this new reality. (Have you noticed that programming stacks have evolved like razor blades? We started with one, then two blades, then three solved the problem, until four blades really did the trick, and so on - in fact, aren"t servers even called blades now?)
But while Amazon has provided the fuel, it"s still up to the developers to provide the ignition; and right now we"re dealing with sticks. By that I mean that Amazon isn"t offering a database, nor server side scripting, interpreted languages, web server plugins or anything else to add complexity. Instead, at its core, is the world"s greatest file server.
The collective moan you just heard was from everyone who actually lived through the client/server days rolling their eyes and recalling how difficult it was to merge everyone"s changes into a single file on the server. That was indeed a huge problem and yes it did lead to C/S being discredited. HOWEVER, the problem was twofold: 1) tackling multi-user scalability issues for the server and 2) tackling multi-user data issues for the client. In the 1980s, personal computing was still in its infancy, and nascent applications struggled to meet the needs of a single user, much less two.
If we look at the path highly available and scalable servers have travelled the last twenty years, we see a single machine-- even a really big one-- was simply inadequate for the task-- it"s just too prone to failure. Furthermore, data needs have exploded past workgroups or departments in a single location-- people across the globe may need access to specific data now. Although it will take a post in the future to adequately describe how Amazon and others are building scalable and reliable data services, they do require multiple data centers located around the world connected by fiber optics, with each data center housing thousands of redundant systems built for quick switching in case of any single point of failure. In other words, a far cry from a PC running IBM OS/2 with an Intel 386 and 32 megs of RAM locked in a closet.
But while the server side of the equation has advanced over the last twenty years, can the same be said for the client? Or, more specifically, for the data clients are producing? No. While operating systems are more powerful today and prettier to look at, the state of application data today is not so different than it was back in the 1980s-- a stream of data supporting the state of the application as last saved by a single user. In this day and age, multiple people need to work in single context to produce a deliverable. Unfortuantely up till now this has been dealt with using the checkout, checkin, "hey, you overwrote my data!" design pattern. The server has improved, now it"s time for clients to respond in kind.
The solution? How client applications read and write data needs to make the same advancements that server platforms made to make data storage reliable and delivery scalable. As application"s become decoupled from the desktop, they should also decouple from the notion that a single user updates data at one time. Does only one person work ever work on a document? Does only one person ever participate in a project? Only if they wish to remain in the past.
Now that a superserver like Amazon S3 is almost a given (just a bit more reliability and maybe one more feature), applications can pull "multi-user" files off, perform merge operations using local computing power and then place the file back in the cloud with an updated, combined view - ready for the next user to come along. Save doesn"t have to mean "write out my view of the data only" - it can also mean "merge my view of the data with the group". It might sound like a database, but it"s really functionality that all apps working with groups, or in a group context, should have. The applications themselves will have the knowledge to merge files they recognize together - an excercise left to the developers of the next generation of client software.
There"s a lot of refactoring to do, but this time the benefits are tangible. Entrepreneurs seem to be embracing Amazon web services, and the next wave can"t be far behind. If Amazon manages to catch that next wave, they could be in for a great ride. And however it works out, in their quest for the ultimate online department store, Amazon might have finally solved the server side of the equation in Client/Server architecture. If they manage to attract the corporate programmers ready to build the next generation client pieces, then not only would Amazon again enjoy first mover advantage, but it would be for something worth a lot more than books. Even James Burke would have been proud of that connection.
Today I was invited to
TVNZ"s headquarters in Auckland, along with several other local bloggers, to check out
their new web-based television on demand service - called TVNZ ondemand and due to be launched
later this month. It will have a mix of free (ad supported) and premium content; the latter may only be viewed for 7 days, after which the user"s rights to it
expires.
Even though Read/WriteWeb has a global focus, it"s worthwhile talking a little about how a national state-owned television network is adjusting to the IPTV revolution. Remember that earlier this week Josh Catone wrote a fantastic article for Read/WriteWeb entitled Internet Killed The Television Star: Reviews of Joost, Babelgum, Zattoo, and More. I mentioned this post to the TVNZ honchos, but actually they are well aware of what is happening in the IPTV world - and indeed they"re already talking to Joost and others, to try and make deals for their content. The local NZ market is their first priority, but over time they will market their TV programs to worldwide IPTV services such as Joost.
I was most struck by one thing TVNZ said in our meeting (which btw we were told was public and bloggable). Part of its digital strategy involves TVNZ promoting and positioning its website, including the on demand service, as their third channel. To put this in perspective, TVNZ has two major TV channels (networks in US parlance) - imaginatively called TV1 and TV2. Being national TV channels/networks, TV1 and TV2 are the prime assets of TVNZ. So to raise the website, tvnz.co.nz, up to the same level as their TV channels... well that is great for the Web and goes to show that IPTV is seen as a critical component of television networks going forward.

And just to bring this back to a global perspective, TVNZ"s strategy and zeal for IPTV is fairly similar to the BBC"s - which has also invested a lot into Internet TV solutions. Although TVNZ isn"t anywhere as well funded as the BBC, the two are both supported by their respective taxpayers. Also like BBC, and Google/YouTube for that matter, copyright is a major issue for TVNZ and something they need to figure out.
So TVNZ"s website will, in time, become "the third channel". That"s like NBC in America saying that their website will become equal in status to their television network! As well as some existing TV content, TVNZ plans to have unique content on their website (including extended footage, behind the scenes, also new programs either acquired or made for the web -- in fact I pointed out Revision3"s latest music show as a good example of unique made-for-Web TV). Also they will of course utilize a range of platforms - gaming machines, mobile, browsers, etc. Their ultimate goal is to be the destination for online video content in NZ.
If you want to check out a sneak peak of TVNZ ondemand, this week a 14-year old boy discovered the "secret" URL for the service and posted a detailed review onto Throng - a local "TV watching community" run by Regan and Rachel Cunliffe (both of whom I met today for the first time). The screenshot and logo in this post are courtesy of that review, because TVNZ ondemand is back behind closed doors for now.

While the serious talk today is about Freebase, a new next-gen search engine from Danny Hillis, it"s the end of the week and so time for a bit of fun. Author of the popular Top Alternative Search Engines list, Charles Knight, flicked me an email this morning with an example of a weird alt search engine that he"d discovered: www.ufocrawler.com/search.
That got us to thinking about what other "weird" search engines are Out There. Below is a short list that Charles came up with (his knowledge of alt search engines knows no bounds!). But we"d like to throw this open to you, the readers, as a kind of Friday or weekend survey. Please let us know in the comments about the weirdest alt search engines you"ve come across!

Add your suggestions below...
Written by Alex Iskold and edited by Richard MacManus
Earlier this week Emre wrote about declining
traffic on Technorati and considered the exit options for this blog vertical search
and portal site. The challenge from Google Blogsearch is certainly serious. It is
difficult to compete with Google on speed and breadth of the results. But Technorati is
more than a search engine for blogs - it is also a directory and a popularity site. In
this post, we tap into Technorati to review the current 100 popular blogs. We attempt to
understand what is popular in the blogosphere today; and why.
Technorati has a three ways of measuring popularity. Firstly an automated system based on links from other blogs. This is similar to the original Google page rank algorithm, which essentially says that importance of the site equals the number of incoming links. Technorati measures the popularity of the blog by number of incoming links to its posts.
Another measure of popularity is favorites. Each user of Technorati can favorite any blog they like. This can be done via a bookmarklet or directly on Technorati site - for example click here to Favorite Read/WriteWeb ;-).
Finally, recently Technorati introduced a Digg-like way of measuring popularity, called WTF. It lets users vote on blog posts.
Of all the three ways that we described, the automated way is the most robust. The favorited is probably second best because it lets people who visit a blog and get familiar with it, then add it to their Technorati Favorites. The digg-like feature is difficult to take as a measure of goodness, at least for a single post. More time needs to pass before this voting scheme can really kick in and give robust results. So for this post, we will only judge the automated measure - but you can deploy the same technique to analyze rankings by other approaches.
According to Technorati, Engaget is the top linked-to blog. Technorati counts 428,199 links from 27,289 blogs, while Google Blogsearch counts 179,035 links. Here is the Alexa chart showing Engadget"s growing rank over the last five years.

The next chart is the daily page views. We"ve used Technorati itself as a comparison, because Alexa now normalizes the data and it"s not obvious what the number stands for. It appears to be to percentage of the total daily page views tracked by Alexa.

Next we look at the top 20 blogs in Technorati and analyze topics, distribution of links and a relative weight. Incidentally, Read/WriteWeb is (as of this writing) ranked number 42 in Technorati - we"ve been steadily climbing the charts this year :-)
| Blog | Links from blogs | Topic | Weight |
| http://www.engadget.com | 27268 | Gadgets | 0.11 |
| http://www.boingboing.net | 20279 | Tech Culture | 0.08 |
| http://creativecommons.org | 19996 | Open Source | 0.08 |
| http://www.gizmodo.com | 17052 | Gadgets | 0.07 |
| http://www.techcrunch.com | 16873 | Tech News | 0.07 |
| http://www.huffingtonpost.com | 14516 | Politics | 0.06 |
| http://www.todaylink.ir | 13494 | ??? | 0.05 |
| http://www.lifehacker.com | 12894 | Tech Productivity Tips | 0.05 |
| http://www.dailykos.com/ | 11443 | Politics | 0.05 |
| http://postsecret.blogspot.com/ | 10949 | Art/Mystery | 0.04 |
| http://arstechnica.com | 10702 | Tech News/Analysis | 0.04 |
| http://michellemalkin.com/ | 10345 | Politics | 0.04 |
| http://thinkprogress.org | 9549 | Politics | 0.04 |
| http://www.crooksandliars.com | 8601 | Politics | 0.03 |
| http://yanxi.bokewu.com | 8457 | ??? | 0.03 |
| http://www.tmz.com/ | 8343 | Pop culture | 0.03 |
| http://fans.persianblog.com | 8141 | ??? | 0.03 |
| http://googleblog.blogspot.com | 7320 | Tech/Google | 0.03 |
| http://sethgodin.typepad.com | 7101 | Marketing | 0.03 |
| http://instapundit.com/ | 6969 | Politics | 0.03 |
| Total | 250292 |
Two gadget blogs hold first and fourth spot. Strickly speaking, the top twenty blogs are dominated by Politics. Note that we classified under Technology fairly different blogs like BoingBoing, TechCrunch and LifeHacker. Still it is no surprise to see politics, technology and gadgets as the three most discussed topics. The Blogosphere is expanding to the masses, but the at the heart of it is technology. Techies love gadgets, so that makes sense too. But politics is actually a natural and non-geeky thing to be discussed on blogs. People want to talk back at the analyists on CNN and so blogs are the perfect way to do this.
I also want to highlight two other blogs in the top twenty. First there is an Art/Mystery blog Post Secret. I am not sure I get it completely, but it seems to be a blog where artists upload postcards that are both art and contain an encoded secret. The second notable blog is http://sethgodin.typepad.com, a blog written by marketing guru Seth Goddin. The blog contains marketing tips and anecdotes and that are not only useful, but also fun to read.
Next we look at the distribution of links, to see if there are interesting patterns.

There are two things to note here. First, the number one blog, Engadget, has significantly more blogs pointing to it than the #2 blog BoingBoing. The second thing is that the differences between the rest of the blogs is about the same (one exception is the dip between the 3rd and 4th blogs). This is remarkable and it implies very close competition. You can also infer this by summing up all the incoming links and then normalizing individual blogs by this factor - this is what we show in the weight column in the Top 20 table above (last column). Doing the weight is useful, because you conclude for example that even though there are 2 gadget blogs and 6 politics blogs, the weight in each category is about the same.
Finally we analyze the topics of the top 100 blogs. Please note that we might have missed a blog or two or classified them differently. Also over 10% of blogs we classified as "other". In addition, we have not listed categories with just one blog in them. Neverthless, the chart below should give you insight into what is popular in the blogosphere:

From the chart we can see that Tech is the number one focus of popular blogs. Politics is second and pop culture third, which clearly gets a lot of attention both off line and online. The other categories have significantly less blogs representing them in the top 100.
We wrap up this post with another chart, this one from blogpulse:

The data in this chart does not disagree with Technorati (although it does not exactly match). So it seems like the blogosphere is buzzing about Technology, Politics and Pop Culture. And of course, gadgets! Please tell us your favorite topics online, since this is technical blog and it would be great to get non-technical blog pointers.
The mashups of our Top
100 Alternative Search Engines list continue! The Name Inspector, a fun and interesting
blog run by a PhD in Linguistics, has done a linguistic analysis of
the 100 search engine names on the list. His conclusion is that "the search for search
engine names has drawn on some creative linguistic strategies." The top 100 alt search
engines (from February) fall into the following categories:
In addition, The Name Inspector has identified some search engines names that belong to more than one category, which he labels "mashonyms". An example is Phrase + Misspelled Word + Domain Hack = alltha.at.
So now we"ve had a geographic analysis of the top 100 list and a linguistic one. Let us know of any other mashups out there - and don"t forget there"s also an excel spreadsheet version available for this purpose.
The mashups of our Top Alternative Search Engines list continue! Charles Knight spotted a great post by the Search The Web 2.0 blog, which took the top 100 and attempted to rank them by market share. The reason for this ambitious undertaking was a comment that Charles made when we first published the list:
"...people actually use four main search engines for 99.99% of their searches: Google, Yahoo!, MSN, and Ask.com (in that order)."
Well it turns out the figure is closer to 95.45%, and that"s counting AOL too! :-) Check out the actual blog post for the full table, with market share for each of the 100 alt search engines and more. But I especially liked these two summary graphs:

The above graph (large version here) shows the long tail of search engines, which is so small because Google, Yahoo et al are so dominant.

This graph (large version) shows the long tail "under a microscope (using a semi-log plot)". As SearchTheWeb2 explains, "it clearly shows that the long tail for the alternative search engines is again dominated by a few such as AOL, Digg and Del.icio.us".
Great stuff! Keep the mashups coming - you can find the other mashups, as well as Charles Knight"s original Alt Search Engine posts, on his R/WW profile page.

Online community, or for that matter any community, is built upon the shared experiences of its participants. In the real world, people in a community typically interact with each other by gathering at same physical location, at the same time. In online communities, it is easy for users to interact with each other without any geographical or temporal limitations. But in return for the benefits that the Internet (or even the telephone to a lesser degree) provides in terms of ease of communication, there is less richness, texture and context in the conversations. A number of startups are trying to address this problem with online communities and in this post we review some of them.
MyBlogLog started off with the aim of providing blog
analytics. MyBlogLog Communities was launched mid last year, to enable readers of blogs
to join communities and share their experiences with other like-minded groups of readers.
The idea was that if readers like the same content, they probably have plenty else in
common. MyBlogLog built a platform where readers could trade messages with others and see
what other sites they visit.
MyBlogLog hit the jackpot with the "Recent Readers" facewalls, which provided a visual way to connect readers and writers of blogs. By just giving a static visual cue in the form of a picture, MyBlogLog provided an important visual context for online community conversations. The result: MyBlogLog"s usage took off and is now at over 50K users. In the meantime, they also got acquired by Yahoo! for about $10M.
With all the success of MyBlogLog, came a number of people looking to use it for financial gains. From R-Rated avatars, to people pretending to be somebody else, to other commercial avatars like Mr. Online Pharmacy, there have been a number of instances of people trying to game MyBlogLog. And MyBlogLog has struggled to cope with it.
In addition to the spammers, there is new competition on the horizon for MyBlogLog. OthersOnline and Explode are two emerging players that have interesting new twists to the functionality provided by MyBlogLog. Let’s take a quick look at each...
Explode
Explode provides the same
analytics capability as MyBlogLog, but in addition to Analytics it also allows users to
build a network for friends - who can be readers or writers of blogs. Bloggers can then
display a "friends" widget on their blogs. This widget provides valuable context on the
readers of the blog and the blogger"s circle of friends. Another capability that Explode
provides is a comment wall
for each user, where friends and other users can post comments. This also provides
valuable context on each of the users.
OthersOnline
OthersOnline has an
interesting twist on the idea of providing context. They allow people to register their
profile along with their website. As part of the registration process, OthersOnline asks
users to categorize their website and themselves, via keywords. Using these keywords,
OthersOnline shows profile information of users, along with presence and email, via a
browser plug-in (a widget is in the works as well). The idea is to make it easy for
people to locate other like minded individuals or websites, in the course of
browsing.

While these companies are breaking new ground in making online conversations more useful, there is still a long way to go before we have achieved a "good enough" quality of online interactions. What do you think of MyBlogLog and/or the others mentioned here? Have they improved your online communities?
The Open Data Workshop 2007
took place yesterday in New York City. The gathering was organized by AttentionTrust and sponsored by Reuters. The workshop brought together over sixty influencers from
startups, web giants, financial firms, venture capitalists and journalists interested in
the attention space. It was a very refreshing, open and candid dialog about the different
issues and faces of open data.
Open Data in the context of the workshop referred to three different things:
Probably the hottest topic revolved around
tracking users behavior. Websites (and even ISPs!) these days
routinely track peoples behavior without, letting them know in an obvious way. Often
there are disclaimers and fine print, but people are not warned upfront in plain English
about the fact that their data is being captured. Is this reasonable?
The group voiced various opinions supporting both sides of this argument, splitting nearly 50-50. Some people thought that consumers have to be informed in big bold letters about what is going on. Others argued that businesses need targeted advertising to make money, so it is fair game.
People with opt-in experience explained that it is rather tough to make money this way, since only 10% of users sign up. So collecting data by default, with a somewhat obscure opt-out, is basically the only sure way to monetize attention today. Personally, I voted for the opt-in camp, since I think that consumers get angry when they find out their data is being collected without sufficient warning.
Here is an example of something that I find reasonable. Abdur Chowdhury"s new venture, called Summize, has very clearly stated a simple and understandable privacy policy:

Dick Costolo, CEO of Feedburner, said that having an API is a competitive advantage. He explained that by having APIs, Feedburner encourages people to build other services on top of Feedburner - instead of building a fully competitive offering. As a result user information flows through Feedburner, making it an information hub. Amazon is similar - its eCommerce API was one of the first APIs on the market. Their leverage is that all product URLs point back to Amazon, so the traffic comes back to them.
Beyond competitive advantages and centralizing information, another value is creativity. APIs encourage people to come up with innovative ways to use information. This benefits everyone. For example, Upendra Shardanand, CEO of the DayLife news service, demonstrated several interesting and creative ways of using their API. Among them was a visualization that depicted news as a constellation of stars, which offered insightful navigation and allowed the user to drill in to get more details.
Most people agreed that having APIs is beneficial and that opening up information can lead to good things. The workshop participants also recognized that there may be bad, unintended consequences. Abdur Chowdhury, who was AOL"s Chief Architect for Search & Navigation during the private data leak, warned businesses to ask three questions before opening up consumer information:
Think about why you are opening the data?
Hopefully you will be able to improve users experience and give them something in return.What are you going to do once you open the data?
How are you as a company going to manage the release? Will you be able to keep up with the volume of requests and interest in the data? How will you handle the public shock that the data is being collected in the first place?Are you ready for the unexpected consequences?
Obviously AOL were not, but will you be?
Despite the fact that participants were not in agreement on several points, the day felt very productive, remarkably open and candid. Ideas were exchanged without agendas, partly because the topics were very interesting and partly because the moderators - Gerry Campbell from Reuters and Seth Goldstein from Attention Trust - kept everybody on track. The day ended with a bullet list summary of the discussion:
Please join the debate here and let us know what you think about these thought-provoking issues.
Last Friday we posted about
weird search
engines. We got some good comments and found some new weird search engines to add to
our list. Note that we mean weird in a good way - as in something a bit different.
To remind you, here are the original "weird" search engines:
In the comments, we got these new ones:
Winzy
- win prizes while searching
There"s good review at everybody go to, where ap0ria says in the comments:
"Is this for real??? I saw your post on read/write decided to check it out. I won a shuffle on my second search. Just wondering if anyone has actually gotten anything from them before I give them my home address."
Let us know ap0ria if you do receive that ipod shuffle...
ujiko.com - Dr Spock"s search engine?
Rafe Needleman on CNET points to an unusual UI from Kartoo, at ujiko.com. Rafe describes it:
"...[it] looks like a search engine that the Star Trek set designers would build. It shows results in a bizarre oval menu with an open center section where the user can flag particular results as relevant. This input helps narrow down results. The center section also shows how terms in multiple results relate to each other, using a wheel of color codes attached to individual results. I think you need Spock"s brain to interpret the data. That said, it"s entertaining to use and does return useful and very specific results."
Here"s a screenshot:

adverlicio.us - a search engine (of sorts) for online advertisements. Complete with an automatic pop-up "about us".
goyams.com - a meta search engine where you can weight your results:

Tall Street - a search engine where you trade the results like a stock market.
GoodLuckFinder.com, a mystical search engine described as follows:
"Supreme forces always influenced people"s choice. In the present-day world it is getting more and more difficult for the Providence to help people make their choices – the Spirit of Luck is unable to influence search engine results. However, the weather and solar activity are still entirely at the mercy of the supreme forces.
GoodLuckFinder.com picks a word out of your list according to unique weather conditions (the data comes from weather stations in real-time mode) or solar activity. The Spirit of Luck sees the words entered by you, insignificantly changes the weather (for instance, temperature changes by a few fractions of a grade) and tells you what your luck lies in."
Let us know of any other weird search engines you come across...
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13 months ago Read/WriteWeb published a review post about the leading "meme trackers" - i.e. sites that cluster and filter the latest tech news. My conclusion at that time was that Techmeme came out on top, closely followed by Tailrank and Topix.net. My summary back then:
"All in all, Memeorandum still comes out trumps in terms of clustering layout, speed and relevancy. Topix.net and TailRank are strong services too. Also I suspect Chuquet and Megite will pick up the pace once they"ve enhanced their interfaces. A very interesting space to watch!"
Later in 2006 I also compared TailRank to Techmeme. But it"s over a year since the original analysis and so time for an update. I have to admit that personally I"ve stuck with TechMeme, although I check out the others every now and then too. To do a proper update would take me at least a few hours of research. Luckily Stan Schroeder over at franticindustries has saved me the trouble, by publishing an in-depth overview of the Memetracker market, circa 2007. Stan covers 8 memetrackers: Blogniscient, Buzzfeed, Chuquet, Daily Rotation, Feedable, Megite, Tailrank, Techmeme.
Stan"s conclusion is that Techmeme, Tailrank and Megite are the leading three memetrackers, because "they have more features, index more sites, and bring the news faster than the rest.". He also noted that Daily Rotation (a customizable news aggregator) and Buzzfeed (adds its own editorial commentary) "are a bit different than others".
Stan did a little test at the end of his article, which pretty much shows the current state of the memetrackers:
"While I was writing this article, a very important news item broke: Viacom’s lawsuit against Google. I was following the technology sections of all 8 memetrackers. Techmeme picked up the news first, soon to be followed by Megite and Tailrank. Daily Rotation and Feedable followed soon, while Chuquet was yet a bit more slower, and Blogniscient hasn’t picked up this news item even several hours after it broke out."
My experience has also been that Techmeme is usually the fastest, although
I"ve taken to referring to the top stories on there as "Techmeme
scrums" - because when a top story breaks, there is a massive "me too" pile
on from tech blogs. It"s the same on TailRank and Megite - and this trend is
getting a little tiresome. Why? Because the business type stories (like the
current Cisco-Webex one dominating the news) tend to obscure the real
web tech stories too much... but that"s just me.
This is why I supplement my Techmeme diet with the likes of Topix.net Tech (not profiled by Stan) and my personal RSS filter feeds, which give me more variety and largely keep the "me too" news blogs out of my results. Also I get a great daily fix of headlines from OriginalSignal, which has a good variety of pages now.
What do you think of the memetrackers and which is your favorite?
Today"s Web has terabytes of information available to humans, but hidden
from computers. It is a paradox that information is stuck inside HTML pages, formatted in
esoteric ways that are difficult for machines to process. The so called Web 3.0, which is
likely to be a pre-cursor of the real semantic web, is going to change this. What
we mean by "Web 3.0" is that major web sites are going to be transformed into web
services - and will effectively expose their information to the world.
The transformation will happen in one of two ways. Some web sites will follow the example of Amazon, del.icio.us and Flickr and will offer their information via a REST API. Others will try to keep their information proprietary, but it will be opened via mashups created using services like Dapper, Teqlo and Yahoo! Pipes. The net effect will be that unstructured information will give way to structured information - paving the road to more intelligent computing. In this post we will look at how this important transformation is taking place already and how it is likely to evolve.
We have written here before
about Amazon"s visionary WebOS strategy. The Seattle web giant is reinventing itself by
exposing its own infrastructure via a set of elegant APIs. One of the first web services
opened up by Amazon was the
E-Commerce service. This service opens access to the majority of items in Amazon"s
product catalog. The API is quite rich, allowing manipulation of users, wish lists and
shopping carts. However its essence is the ability to lookup Amazon"s products.
Why has Amazon offered this service completely free? Because most applications built on top of this service drive traffic back to Amazon (each item returned by the service contains the Amazon URL). In other words, with the E-Commerce service Amazon enabled others to build ways to access Amazon"s inventory. As a result many companies have come up with creative ways of leveraging Amazon"s information - you can read about these successes in one of our previous posts.
The web 2.0 poster child, del.icio.us, is also famous as one
of the first companies to open a subset of its web site functionality via an API. Many services followed, giving rise to a
true API culture. John Musser over at programmableweb has been tirelessly cataloging
APIs and Mashups that use them. This page shows almost 400 APIs
organized by category, which is an impressive number. However, only a fraction of those
APIs are opening up information - most focus on manipulating the service itself.
This is an important distinction to understand in the context of this article.
The del.icio.us API offering today is different from Amazon"s one, because it does not open the del.icio.us database to the world. What it does do is allow authorized mashups to manipulate the user information stored in del.icio.us. For example, an application may add a post, or update a tag, programmatically. However, there is no way to ask del.icio.us, via API, what URLs have been posted to it or what has been tagged with the tag web 2.0 across the entire del.icio.us database. These questions are easy to answer via the web site, but not via current API.
Despite the fact that there is no direct API (into the database), many companies have managed to leverage the information stored in del.icio.us. Here are some examples...
Delexa is an interesting and useful mashup that uses del.icio.us to categorize Alexa sites. For example, here are the popular sites tagged with the word book:

Another web site called similicio.us uses del.icio.us to recommend similar sites. For example, here are the sites that it thinks are related to Read/WriteWeb.
So how do these services get around the fact that there is no API? The answer is that they leverage standardized URLs and a technique called Web scraping. Let"s understand how this works. In del.icio.us, for example, all URLs that have the tag book can be found under the URL http://del.icio.us/tag/book; all URLs tagged with the tag movie are at http://del.icio.us/tag/movie; and so on. The structure of this URL is always the same: http://del.icio.us/tag[TAG]. So given any tag, a computer program can fetch the page that contains the list of sites tagged with it. Once the page is fetched, the program can now perform the scraping - the extraction of the necessary information from the page.
Web Scraping is essentially reverse engineering of HTML pages. It can also be thought of as parsing out chunks of information from a page. Web pages are coded in HTML, which uses a tree-like structure to represent the information. The actual data is mingled with layout and rendering information and is not readily available to a computer. Scrapers are the programs that "know" how to get the data back from a given HTML page. They work by learning the details of the particular markup and figuring out where the actual data is. For example, in the illustration below the scraper extracts URLs from the del.icio.us page. By applying such a scraper, it is possible to discover what URLs are tagged with any given tag.

We recently covered Yahoo!
Pipes, a new app from Yahoo! focused on remixing RSS feeds. Another similar
technology, Teqlo, has recently launched. It focuses
on letting people create mashups and widgets from web services and rss. Before both of
these, Dapper launched a generic scraping service
for any web site. Dapper is an interesting technology that facilitates the scraping of
the web pages, using a visual interface.
It works by letting the developer define a few sample pages and then helping her denote similar information using a marker. This looks simple, but behind the scenes Dapper uses a non-trivial tree-matching algorithm to accomplish this task. Once the user defines similar pieces of information on the page, Dapper allows the user to make it into a field. By repeating the process with other information on the page, the developer is able to effectively define a query that turns an unstructured page into a set of structured records.
Here is an illustration of the net effect of apps like Dapper and Teqlo:

So bringing together Open APIs (like the Amazon E-Commerce service) and scraping/mashup technologies, gives us a way to treat any web site as a web service that exposes its information. The information, or to be more exact the data, becomes open. In turn, this enables software to take advantage of this information collectively. With that, the Web truly becomes a database that can be queried and remixed.
Scraping technologies are actually fairly questionable. In a way, they can be perceived as stealing the information owned by a web site. The whole issue is complicated because it is unclear where copy/paste ends and scraping begins. It is okay for people to copy and save the information from web pages, but it might not be legal to have software do this automatically. But scraping of the page and then offering a service that leverages the information without crediting the original source, is unlikely to be legal.
But it does not seem that scraping is going to stop. Just like legal issues with Napster did not stop people from writing peer-to-peer sharing software, or the more recent YouTube lawsuit is not likely to stop people from posting copyrighted videos. Information that seems to be free is perceived as being free.
The opportunities that will come after the web has been turned into a database are just too exciting to pass up. So if conversion is going to take place anyway, would it not be better to rethink how to do this in a consistent way?
There are several good reasons why Web Sites (online retailers in particular), should think about offering an API. The most important reason is control. Having an API will make scrapers unnecessary, but it will also allow tracking of who is using the data - as well as how and why. Like Amazon, sites can do this in a way that fosters affiliates and drives the traffic back to their sites.
The old perception is that closed data is a competitive advantage. The new reality is that open data is a competitive advantage. The likely solution then is to stop worrying about protecting information and instead start charging for it, by offering an API. Having a small fee per API call (think Amazon Web Services) is likely to be acceptable, since the cost for any given subscriber of the service is not going to be high. But there is a big opportunity to make money on volume. This is what Amazon is betting on with their Web Services strategy and it is probably a good bet.

As more and more of the Web is becoming remixable, the entire system is turning into both a platform and the database. Yet, such transformations are never smooth. For one, scalability is a big issue. And of course legal aspects are never simple.
But it is not a question of if web sites become web services, but when and how. APIs are a more controlled, cleaner and altogether preferred way of becoming a web service. However, when APIs are not avaliable or sufficient, scraping is bound to continue and expand. As always, time will be best judge; but in the meanwhile we turn to you for feedback and stories about how your businesses are preparing for "web 3.0".
How to build a $50M online company is a topic that Dan Mitchell at the NYT explored recently, taking his cue from Jeremy Liew of Lightspeed. A few weeks ago Jeremy wrote about the scale a business has to achieve to get to $50M in revenue. I have summarized the scenarios from Jeremy"s post in the table below:

RPM = Revenue per thousand impressions (including CPM, CPC, and CPA models)
Scott Karp of Publishing 2.0 had an interesting take on Jeremy"s piece, saying that it "exposes a deep flaw in the way online media is currently valued and sold to advertisers". Scott"s view is that the real issue is who is viewing your site. Or as Scott put it: "10 million uniques is great, but not so much if you don’t know who these people are". Because of the this, Scott believes that advertisers are getting too good a deal for their advertising dollars.
I think Scott is onto something here. Take Google AdSense, which shows ads on different sites based on keywords. These keywords provide valuable context for targeting ads. But still, without understanding the users the ad-targeting can go completely off. As an example, say we have two users: one interested in football and another in politics. If each is shown a targeted ad based on the keywords "defense strategy", they will be shown similar AdSense ads. Whereas what the users were really interested in is not the same.
Now imagine a system that somehow understands the users a little bit better. In our example, such a system would be able to understand that the user is looking for football strategies in the first case and advice on warfare/geopolitical maneuvering in the second case. This system could then present each of the two users the appropriate ads, thereby dramatically increasing the effectiveness of those ads. Such an ad placement system, given reliable user information, could make a website financially viable with a lot less traffic - thereby empowering alternative voices and making the Internet a richer and more vibrant environment.
Based on the potential for financial upside, it seems like this area should be rife with innovation. But the problem is not as easy as it sounds... If the system mentioned above were to work, it would need to effectively deal with issues of privacy and user control of their data. To address this problem, one approach that is gaining some currency is the idea of user-controlled Attention data (see R/WW"s analysis on this and also my take). The way user-controlled attention data works is that it provides tools to users to collect and manage data about their preferences and browsing behavior etc. Users can then allow businesses they trust to access this data. This preference data will improve the richness and quality of interaction between the user and the business, while addressing all the privacy and user control issues. In the example above related to the "defense strategy" keywords, a user"s attention data will help web sites understand a user"s interests in politics or football and thereby show the right ads. While this solution sounds pretty good, it hasn"t yet gotten enough traction - because it relies on the users being sophisticated enough to create and manage their attention data.
Another approach being explored by some big players is the old idea of Personalization. The way this works is that large businesses collect enough information on users to understand their preferences. These businesses then use this understanding of their users to better target ads. As one would expect, Google is leading the charge here - you can read more about Google"s personalization technology from Read/WriteWeb"s interview with Matt Cutts of Google. So Google collects information about the users via all their interactions with Google properties - like Gmail, maps, blog, calendar etc. - and uses this information to improve Google search results and ad targeting. To revisit the example of "defense strategy" we talked about above, Google will look at the totality of all user interactions and infer a user"s interest in politics or football. With this inferred data, Google will be able to show the right ads to the right person. While this approach is likely to work well for big companies that have tons of user data, what should small businesses do?
Most businesses should really work on modeling their user data for targeting as soon in the product development cycle as they can. They have to realize that understanding the users is really key to competing with the big guys and being viable.
While some of the traffic numbers required for a business to hit $50M in revenue look scary, startups should not lose hope. They should focus on really understanding their users and then utilizing this understanding to improve their RPM rates. This will help businesses get viable with a lot less traffic and ensure that they get proper value for their traffic.
What other technologies do you think can help small business become viable, without achieving massive scale?
Forrester Research has just released two reports concerning "web 2.0" in the enterprise. Forrester recently surveyed 119 CIOs on the topic and their answers illustrate what IT honchos want – and don"t want – from social software technologies such as blogs, wikis, podcasts, RSS, social networking, and content tagging.
According to the report entitled "CIOs Want Suites For Web 2.0", the enterprise Web 2.0 market "is beginning to consolidate". Apparently CIOs have a strong desire to purchase web 2.0 products "as a suite, as well as an equally strong desire to purchase these technologies from large, incumbent software vendors." 61% of respondents indicated that they would prefer both a suite solution and a large, incumbent vendor. According to the report, "integration issues, longevity concerns, and the occasional lack of polish" are counting against small vendors.

Source: Forrester
This is a worrying thing, to my mind, as there is so much innovation happening with enterprise web apps by startups. At least the likes of Zoho and ThinkFree are suites, but what about all the focused startups doing "best of breed" apps? But it demonstrates once again the value of partnerships amongst web 2.0 companies, or just being outright acquired by a bigco (as e.g. JotSpot was by Google last year). Forrester actually notes the latter trend, saying that consolidation in the Web 2.0 market has been happening over the past 18 months - e.g. Google acquired Writely and JotSpot; Cisco acquired Five Across and Tribe.net; Yahoo! acquired del.icio.us; and Six Apart acquired Rojo Networks.
Forrester recommends that small players "partner to create a tightly integrated ecosystem to go head-to-head with the suites". Recent examples of this, noted by Forrester: SuiteTwo, WordPress and KnowNow have a joint offering, and Attensa is coupling with The Real Time Matrix. Also Read/WriteWeb has been covering this trend - see our reports on recent partnerships by Zoho and Omnidrive, and Central Desktop and EditGrid.
Forrester also recommends that bigcos, like Microsoft and Google, "go on a shopping spree for best-of-breed technologies." Again, this is a trend that Read/WriteWeb has been covering over the past year or so. Google has been the most active in this regard, snapping up Writely and JotSpot - two leading Web Office apps at the time they were acquired.
Another Forrester report, entitled "Efficiency Gains And Competitive Pressures Drive Enterprise Web 2.0 Adoption", concludes that firms using Web 2.0 technologies "are driven by gains in worker efficiency and a fear of competitive pressures." Meanwhile non-adopters site "a perceived lack of business value and priority impedes adoption".
Lately
I have been discussing the vertical segments that old media companies are losing to new media,
with a focus on Personal Finance as an important category.
Previously on Read/WriteWeb I covered Yahoo
Personal Finance and in this post I will take a look at Microsoft’s
offering, using my framework.
MSN Money is the Personal Finance and Investing site of Microsoft. The site is an excellent resource for news and information and provides consumers with a number of financial services tools. The site is powered by Microsoft Money 2007 and it gets content from CNBC, a leading financial news channel. The main sub-categories of MSN Money are:

The site has tie-ups with State Farm, ShareBuilder, LendingTree, Countrywide, Quicken Loans, Fidelity Investments, Reuters, Financial Times, etc for financial content. MSN Money compares favorably over most personal finance sites on financial and investing News, as most of the content is from CNBC and the news and information is frequently updated. Like most other personal finance sites, it also provides mortgage rates, stock quotes , insurance quotes, stock scouter and screening, etc.
For both context and content, there is little to separate MSN Money and Yahoo Personal Finance - both score A+ in these areas.
The site offers “Microsoft Money”, a personal finance application that allows users to manage household financial accounts and track a budget. Cnet rates it among the best personal finance applications. MSN Money also provides Bill Payment services, for a monthly fee of $2.95 for the basic plan and $5.95 for the premium plan.
Banking allows users to avail various services like tracking accounts, bill payments, finding great credit card rates, applying for loans, comparing bank fees and services, budgeting, and applying for credit reports.

Similarly, the other sections of the site deal with different personal finance issues like Investing, Retirement, Tax, Insurance, etc in detail - and has good contextual information and advice to help a lay person to understand, decide and manage finances.
MSN Money is much stronger than Yahoo in the "commerce" area, because Yahoo doesn"t have the transactional elements that MSN Money has, which integrate with banks and brokerage accounts.
MSN Money Community is better than Yahoo Personal Finance in community, as the site provides Message Boards, Newsletters and RSS Feeds. These things allow users to not only post questions, but also to interact, generate ideas and discuss a variety of personal finance issues and investments options. The message boards have different categories (YourMoney, WomenInRed, PoliticsandtheMarkets, etc).
Once again, I scored MSN Money higher in community than Yahoo (which got a B-).

MSN Money Investment Toolbox is a free service that allows users to track, screen, and manage one’s portfolio of investments (stocks, bonds, options). The software allows a very high level of customization to the users, and is a successful Software-As-A-Service implementation of Microsoft’s personal finance desktop application. Over time, however, they could go much further in this area.
MSN Money offers vertical search option through its popular MSN Money Investment Toolbox, which allows users to screen stocks from more than 500 criteria. Stocks can be screened on the basis of Market Capitalization, ROE, EPS Growth, etc. It is a powerful tool that allows investors to focus their search and save or export it to one’s portfolio, or mail the result to a friend.
Other kinds of Vertical Search could easily be added to extend the offering, and make it deeper and more compelling.
For both personalization and vertical search, Microsoft and Yahoo are similar - a slightly disappointing B for each.
MSN Money earns majority of its revenues from the advertisements. MSN Money has over 12.9 million unique users, and has ETrade, LendingTree, Intuit TurboTax, Quicken Loans, as advertisers.
Overall, my rating is as follows: Context : A+, Content : A+, Commerce : A-, Community : A-, Personalization : B, Vertical Search : B.
MSN Money is a stronger offering than Yahoo Personal Finance in a couple of areas: commerce and community. For the other areas, neither site stands out from the other. But MSN Money is clearly the better site overall, with A- being my overall rating.
柬埔寨首个经济特区是在欧盟对中国和越南鞋及自行车征收反倾销税后建立起来的。它代表着柬埔寨的希望:吸引外资,为每年30万进入劳动力市场的年轻人创造就业。
The "wisdom of crowds" is a popular web 2.0 buzzword, popularized by James Surowiecki’s book of the same name. At its most basic, the term means that two heads are better than one, and that still more heads will yield even better results.
The wisdom of crowds is all around us these days. Wikipedia is one of the best known examples of the concept at work. Thousands of Wikipedia users have created an encyclopedia that studies have shown is as accurate as traditional volumes like Britannica. Another well-known project is the Yahoo! Buzz Game, which is a prediction market for "high-tech products, concepts, and trends." Their memetracker market, for example, has predicted the state of the market in line with Alexa data. Note: Read/WriteWeb covered a Yahoo! event about prediction markets here.
Perhaps the best exponent so far of Web "wisdom of crowds" is Google, which organizes websites based on how they link to each other. Google sees links as votes for the relevance of a page. It is of course more complicated than that, but one can make the argument that Google works by utilizing the wisdom of crowds to determine which websites are the most relevant.
Crowdsourcing can be looked at as an application of the wisdom of crowds concept, in which the knowledge and talents of a group of people is leveraged to create content and solve problems. The official definition from the term’s originator, Jeff Howe, is "the act of a company or institution taking a function once performed by employees and outsourcing it to an undefined (and generally large) network of people in the form of an open call."
Crowdsourcing can be broken down in to three categories:
1. creation (like Wikipedia);
2. prediction (like Yahoo! Buzz); and
3. organization (like Google).
Let’s take a look at those...
Cambrian House
At Cambrian House, people submit ideas for software
products and then vote on which ideas are the best, commenting on changes or improvements they would like to see made. Development of the most popular ideas is then sourced to members of the community, who earn "royalty points" that determines how much each contributor makes. Cambrian House can be looked at as a commercial spin on the classic
site, halfbakery.
Out of over 4,400 ideas submitted, the site has so far launched three products:
1) Prezzle, which wraps online gift certificates to popular retailers in flash
e-cards;
2) Robinhood Fund, at which people post their sob stories and readers vote on who needs the money the most.
That person is then cut a check from an ad-supported fund;
3) Gwabs, a desktop-to-desktop online arcade game where animated characters destroy your actual Windows desktop.

It appears possible that people are actually making money from Cambrian House. Their website has a calculator that estimates that with "good" growth, a person with 100 royalty points (the amount you receive for coming up with an original idea) would make $153,600 over a three year period. Not sure exactly what constitutes "good growth" though...
Although Cambrian House crowdsources the conception and creation of its web products, ideas are subject to editorial review by a core team and actual production is subject to a set of quality guidelines. In the case of conflicting code or design contributions, the community decides which is the best.
CrowdSpirit
CrowdSpirit is a very ambitious project that aims to utilize crowdsourcing to develop and bring to market tangible, sub-$200 electronic devices (think MP3 players, digital cameras, or game controllers). Community members will decide what
the product is, from concept to design to technical specification, by submitting and voting on product and design ideas. Winning ideas will then be funded by members of the
community - and after prototyping and beta testing, the completed products will be delivered to market.
CrowdSpirit has a core team who, along with a select group of community members and distributors, have the final say on any community decision. The idea though is that because the ideas are coming directly from the people who will be using the products - and because the core team will be acting on polling data about those ideas - the resulting products will be very customer-centric. Further, because the research and development of the products will be funded by the community itself, the community will have a significant interest in getting things right.
One potential flaw in the model is that responsibility for support for the resulting products will fall to the community. While online forums have often given me the answer to computer problems, many consumers might balk at the lack of a reliable, trained tech support department (though that actually might be an oxymoron).
Other projects in this category: A Swarm of Angels (creating a movie), AMillionPenguins (creating a novel), We Are Smarter Than Me (creating a business book)
PicksPal
PicksPal is a sporting event prediction site that allows users to vote on amateur and professional sporting events. The site is set up like a game, allowing you to spend points to try and beat the odds makers
- you win or lose points depending on the accuracy of your picks and how ambitious you are. PicksPal awards weekly prizes, like sports tickets and flat screen televisions, to the top performing players. PicksPal says they have over 100,000 users.
Because the site mimics a professional sports book, you can bet on a lot more than just the outcome of the game. For example, you can place bets on things like who will be winning after the first quarter of a basketball game, which player will score the most points, or the final score of the game.
PicksPal sells "genius" picks, based on the picks of their top performing members, to people betting actual money. So far the site is doing pretty well. As I write this, they have a 52% win rate against the spread for their last 25 picks, and they report a 63% win rate overall.
Marketocracy
Marketocracy was launched in 2000 with the goal of finding the best investors and tapping their collective knowledge to create a superior mutual fund. Anyone can sign up for free and run a virtual fund, starting with $1 million. The site has attracted over 60,000 users to date. In November 2001 the company launched the Masters 100 Index, a
real mutual fund based on the virtual investments of its 100 most successful members (as determined by a computer ranking).
The fund, which now has $44 million in assets, has outperformed the S&P 500 Index (generally considered a good gauge of the U.S. equities market) and has an average annual return of 11.4% since its inception. However it has managed just a 2-star rating from Morningstar. That equates to an above average risk and a below average return, according to the Morningstar rating system.

So does that mean Marketocracy is a success or a failure? In this case the wisdom of crowds has not turned out better than the wisdom of a single top investor. The m100 Index isn’t doing anything miraculous, like outperforming Warren Buffet, and it doesn’t stack up well against other, traditional mutual funds in the same category. But, neither have its investors lost their shirts - so it"s certainly not a failure. By utilizing the knowledge of thousands of investors, and culling the best data from the crowd, the fund has performed relatively well for 5 years.
Other projects in this category: Hollywood Stock Exchange (predicting the ups and downs of celebrity careers or entertainment properties), Foresight Exchange (predicting the likelihood of future results), Threadless (predicting which designs will sell well on a t-shirt), Yahoo! Suggestion Board (determining which issues are the most important), Dell IdeaStorm (predicting which ideas for new Dell products will sell), The Sim Exchange (predicting how well video games will sell).
digg
digg is not only a poster-child for Web 2.0 success, it is also an excellent example of using the wisdom of crowds to organize and highlight information. digg"s concept is simple: users submit links to websites, articles, news stories, photos, or videos, and other users vote on whether they are worth checking out. Depending on how many people, who, and how quickly links are "dugg" they may be promoted to the main page as a worthy link of the day.
digg has proved capable of consistently highlighting links that people find interesting, and drawing attention to news stories in a timely fashion. The large number of digg users and growing traffic (digg overtook Slashdot sometime last year according to Alexa) can attest to that. digg has, however, received criticism over its susceptibility to being "gamed". Wired reported earlier this month that it is relatively easy to purchase votes on digg and get a story promoted to the main page (although it should be noted that Wired owns a competing product, reddit).
Another concern that people have expressed with digg, and one that is more relevant to this article, is the susceptibility to groupthink. As a story starts to become popular, users will often vote for it simply because it is popular, without really thinking whether this is something worth voting for in their own opinion. This is something that happened in the Wired article, in which at least half of the votes for the author"s sub par submission were unpaid - and likely made by users who were simply digging something that appeared popular because it appeared popular.
StumbleUpon
StumbleUpon is a browser plugin for Firefox and Internet Explorer that allows users to rate and share web pages. The plugin is very straightforward: users vote thumbs up or thumbs down on pages and are served random pages based on their previous picks, specified topic areas of interest, and the picks of other like-minded users. The idea is that the sites with the most thumbs up votes,
will be the most relevant. Further, users are fed sites that were voted up by others who share a similar vote
history - i.e. the more you use StumbleUpon, the more it learns about what you
like and the better recommendations it gives to everyone.
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With over 2 million users, Stumble Upon has amassed an exceptional amount of data on websites, photos, and videos. While the data has so far only been used to enhance their ability to deliver random sites that match users’ interests, there is no reason why it couldn’t be used for other reasons - such as enhancing or augmenting traditional search engine rankings.
Other projects in this category: del.icio.us (organizing the web based on user tags), Techmeme (organizing the day’s buzz based on what people are linking to), Netscape (organizing information by popularity).
I would be remiss not to mention Kathy Sierra’s widely read blog post "The Dumbness of Crowds." In it, Sierra argues that there is more to harnessing collective intelligence than just letting a group of people run wild with an idea. It is true that crowds are susceptible to "mania" - in which a less-than-stellar idea catches on and becomes popular. This is a well-documented and very old concept. One of my favorite books, "Extraordinary Popular Delusions and the Madness of Crowds" by Charles Mackay, was first published in 1841 and documents various manias of the 17th and 18th century in which decidedly bad ideas became all the rage.
But can crowdsourcing be successful at creating products, predicting markets, or organizing data? In a post about crowdsourcing on my personal blog (which inspired this post), I came up with the following rules to help assure success in tapping the wisdom of crowds:
What do you think? We invite you to add your thoughts on crowdsourcing in the comments. If you know of any other websites that utilize the wisdom of crowds, please share them!
So after 1 year of fund-raising, planning and development, your shiny new beta web app is finally ready... and now you think it"s marketing time. You want to reach thousands of users as quickly as possible. Aha, you think, the cheapest and shortest path is viral marketing - via blogs and social news sites. So you turn to your favorite sites like digg, del.icio.us, TechCrunch and (of course) Read/WriteWeb. Somehow your email to Michael Arrington or Richard MacManus gets noticed above the hundreds of others, so your site gets featured and then other blog coverage follows! Yippee, this is the fame you were waiting for! But a few days later....absolute silence. No one is talking about you anymore, the activity on your site diminishes to nearly zero, and the new "poster child" web 2.0 app is something else.
Like a nightmare, isn"t it? But unfortunately, this horrible peak-then-slump scenario is very common in the web 2.0 era. The Alexa graph below illustrates this with a well known example, in this case following a TechCrunch write-up:

The reasons for this very common pattern are simple to guess. The web 2.0 savvy audience is overloaded with all these fancy new sites that come up everyday; and this audience will try a lot of apps, but not necessarily become a permanent user. That"s why you are very vulnerable to get quickly forgotten, if you don"t offer them something very useful and enduring.
The upshot is that timing your app/site promotion is very important. Even though popular blogs and news sites are a great way to attract community and VC attention, you should know when to show yourself. Below is a categorization that we suggest all upcomers consider before any marketing push...
The Wait list consists of sites that should be more patient to market themselves. This is certainly the largest category, with these 2 broad types of web 2.0 sites:
Social sites need existing user activity before getting promoted. For instance, a social networking site with no members won"t be interesting at all. So if you get dugg, sure you"ll get thousands of people arriving to check out your social network - and maybe even sign up. But more likely they will be disappointed that not much activity is happening, so they will leave your site with bad memories and may not come back.
In the case of verticals, the problem is more about competition. Rather than immediately publicizing your site, it may be better to focus on differentiating yourself from others and gradually building up a user base.
Also, most of the sites that fall under one (or both) of the above 2 categories require you to sign up first. But generally users will be reluctant to join ghost sites.
The best way of marketing for sites in the WAIT list is to focus on their niches, spend very little and attract targeted masses over time. One example comes from the March 2007 issue of Business 2.0 Magazine. A company called Betty, which sells dye for "the hair down there", spent just $2000 for space in a Las Vegas beauty tradeshow brochure and created enough buzz from that to get featured on the Jay Leno Show. The company expects $1 million in sales this year! Other successful examples are Dogster and Maya"s Mom - they are both vertical and user-generated sites and they attracted most of their initial user base from pet and mothers magazines.
The bottom line is that WAIT list sites should find their niche, enlarge their user base there, then come to the web 2.0 savvy audience to show off their force and attract VC attention.
Spotplex, the site shown in the diagram above, is a very good example of a site that should have WAITED.
The walk list includes sites that should start promoting their site on web 2.0 blogs from the beginning. Most of the WALK candidates come from Web Utilities. For example:
The reason why WALK list members are so different than the previous WAIT list members, is that these sites don"t need prior popularity. The site"s attractiveness depends solely on the quality of their service. So there"s no critical mass of user base required before promoting themselves.
This is the smallest category, with perhaps just tens of sites. The success of these sites depends on web 2.0 media, so they should solely focus on getting themselves featured there. Actually most of them are no different than the WAIT list, except that their niche is web 2.0 itself! Two great examples are BuzzShout and Go2Web2. Obviously, the web 2.0 audience is open to such services, so there"s no better place for these sites to get exposure. Blog widgets is another category can be added to the RUN list.
There are three main strategies then, to market your new web app or site:
1) WAIT list sites should find their niche, enlarge their user base there, then come to the web 2.0 savvy audience to show off their force and attract VC attention;
2) WALK list sites, such as search engines and browser add-ons, can go after that elusive digg frontpage or Read/WriteWeb feature now [Ed: preferably both!];
3) RUN list sites should do everything in their power to get attention from web 2.0 sites!
What are your thoughts on this - agree, or do you suggest other strategies?
Web 2.0 has brought us a flock of APIs and the wonderful new concept of a Web mashup. Thanks to apps like Google Maps, del.icio.us and Flickr, we have started to think a lot about remixing the web. In the figure below is a classic example of a mashup - a Twitter Map. This mashup uses Twitter and Google Maps APIs to create a new application, which literally puts Twitter users on the map.

When two services like this are put together, it is likely that something interesting will emerge. However, not all possible combinations of services are actually useful. To bring order to the often chaotic world of Mashups, John Musser created a site called ProgrammableWeb that tracks mashups and APIs. John"s site forms the basis of much of this post. So let"s head over there to find out what the big trends are in mashups and APIs today...
The API section of ProgrammableWeb shows popular APIs. It also has an interesting scorecard that compares API offerings from web giants like Google and Microsoft. A quick look at the score card reveals that Yahoo! and Google lead the pack in terms of number of APIs - 22 and 20 respectively. Amazon, Microsoft and AOL have roughly half of that and eBay has 4.
But in terms of usage, Google is far ahead of the pack - 1114 Mashups use a Google API. It is also interesting to note that even though Microsoft has 3 times the APIs of eBay, they both have the same number of Mashups using their APIs.
Also check out the mashup matrix, which gives insights as to how APIs cluster with each other. Each dot in the matrix implies that two APIs are part of the same mashup. One way to interpret the matrix is that a cluster of dots indicates logical belongings of APIs, or a natural fit with each other.
The Mashup dashboard
on ProgrammableWeb contains a lot of
interesting statistics about Mashups. On the right, we see the numbers for the past six months.
We conclude that mashups have been growing steadily, but not spectacularly. This is not
surprising, because creating mashups requires time and more importantly technical know-how.
The figure below shows the distribution of tags for mashups. This is calculated by analyzing the tags across all the mashups posted onto ProgrammableWeb. Mapping is overwhelmingly the most popular category, spanning 43% of all mashups. This is not surprising because it all started with the Google Maps API - and people are still very excited about putting information on a map. Photos, Search and Shopping tags are roughly equal - with 10% each.

ProgrammableWeb currently measures popularity by number of views. This is a bit unfortunate, particularly because there is no way to sort mashups by rating. As a result, the most popular mashup - Virtual Places - is one that does not have a high rating. It looks interesting and claims to be sophisticated, but it did not load for me. The second most popular mashup was called Wii Seeker. As the name implies, it helps people find nearby locations that have a Nintendo Wii. It must have been really popular at some point, but now it looks fairly primitive. The next mashup that caught my attention was the one in fourth place called Weather Bonk. This one had a high user rating and was actually very interesting, as it pulled together live weather, historical information, forecasts and web cameras.
Using Delexa for mashup popularity
Next we briefly leave ProgrammableWeb and head over to Delexa, a mashup site that uses del.icio.us and Alexa APIs to show the most popular sites by category. The top mashup tagged by del.icio.us users was Housing Maps, a classic mashup that combines Google Maps and Craigslist to help people find housing.
The second most popular mashup according to Delexa was GeoGreeting, which is more entertaining than useful. This mashup showed geographical locations with buildings that resembled the shape of the letter that you typed. The third most popular mashup according to Delexa was Weather Bonk, the same one that caught my eye on ProgrammableWeb.
Back now on ProgrammableWeb and the chart on the right demonstrates
the growth of APIs. As with mashups, the actual growth is not that impressive - but it is steady.
As of now, there are close to 400 registered APIs. The way that Programmable Web
measures API popularity seems to be more objective and reliable than is the case
with mashups. The popularity equals the number
of mashups that use the API and the chart below shows the distribution of the most popular
APIs:

There are few surprises in this information. Google Maps is by far the most popular API, with 50% of mashups using it. Flickr and Amazon are next with 11% and 8% respectively. Also, it"s notable that 5% of mashups are using YouTube - which probably corresponds to the recent rise of video aggregators like Vidmeter. Finally, 4% and total of 74 mashups use the del.icio.us API.
One API that caught my eye was Cloudalicious, which shows the distribution of tags for a particular URL over time. This can be insightful in terms of understanding how people"s perception about your site is changing (or not). Check out the del.icio.us tag cloud trend for Read/WriteWeb:
What can we derive from this analysis? It appears that mashups are certainly cool, but they are not burgeoning. The growth has been steady, but not really explosive. This begs the question: why?
There are several reasons, the primary one being that most current mashups are created for fun and not for business. Enthusiasts with some spare time on their hands are building these during their evenings and weekends, without having monetization in mind. The second reason is that APIs, as with any software libraries, have a learning curve. Certainly Internet companies are trying to expose their services in the simplest possible way, but not everything can be made simple.
Is this what mashups will be - a playground for enthusiasts? I believe that the answer is "yes". Even though services like Yahoo! Pipes, Teqlo and Dapper are working to simplify the process of creating mashups, it will likely remain a fairly technical exercise done by enthusiasts.
However, it is also likely that we will see companies and products taking ideas from many mashups and creating applications with the combined functionality. For example, taking ideas from the best mashups (like Cloudalicious) and creating a set of tools for bloggers and marketers would be very useful. So mashups will, I think, become the labs of the web - where rapid prototyping is done by enthusiasts, which gives rise to more integrated offerings by web companies.
Please let us know what your favorite mashup is and give us your take on where mashups are heading.
Written by Phill Midwinter, a search engineer from the UK. This is a great follow-up to our article last Friday, Hakia Takes On Google With Semantic Technologies.
Semantics are said to be ‘the next big thing’ in search engine technology. We technology bloggers routinely drum up articles about it and sell it to you, the adoring masses, as a product that will change your web experience forever. Problem is, we often forget to tell you exactly what semantics are - we just get so excited. So let"s explore this...
Wikipedia says:
“Semantics (Greek semantikos, giving signs, significant, symptomatic, from sema, sign) refers to the aspects of meaning that are expressed in a language, code, or other form of representation. Semantics is contrasted with two other aspects of meaningful expression, namely, syntax, the construction of complex signs from simpler signs, and pragmatics, the practical use of signs by agents or communities of interpretation in particular circumstances and contexts. By the usual convention that calls a study or a theory by the name of its subject matter, semantics may also denote the theoretical study of meaning in systems of signs.”
...which is absolutely no help.
Semantics as it relates to our topic, search engines, actually covers a few closely related fields. In this instance what we are looking at deciphering (as a basic example) is whether a computer can discern if there is a link between two words, such as cat and dog. You and I both know that cats and dogs are common household pets, and can be categorized as such. The human brain seems to comprehend this easily, but for a computer it is a much more complex task and one I won’t go into here - because it would most likely bore you.
If we take as read then, that the search engine now has semantic functionality, how does that enable it to refine its search capability?
So, according to me:
“A semantic search engine is a search engine that takes the sense of a word as a factor in its ranking algorithm or offers the user a choice as to the sense of a word or phrase.”
This is not in line with the purists of what is known as ‘The Semantic Web’, who believe that for some reason we should spend all our time tagging documents, pages and images to make them acceptable for a computer to read. Well, I’m sorry but I’m not going to waste my time tagging when a computer is able to derive context and do it for me. I may have offended Tim Berners Lee by saying this, but as the creator of the Web he should know better.
Until extremely recently, Google’s semantic technology (which they’ve had now for quite a while) was limited to matching those adsense blocks to your website’s content. This is neat, and a good practical example of the technology - but not relevant to their core search product. However if you make a single keyword search today, chances are you may spot a block like this at the bottom of your results page:

This is more or less exactly what I was just writing about. They’re offering you alternatives based upon your initial search, which in this case was obviously for citizen. Citizen is a bank, a watchmaker and (if I’m not mistaken) it means you’re a member of a country or something. This is the first clear example of Google employing a semantic engine that works by analyzing the context of words in their index and returning likely matches for sense.
Some of you may be wondering why they aren’t doing this for multiple keyword phrases, which I can take a guess at from some of my own work. Analyzing the context of a word statistically is intensive and slow; and if you try and analyze two, you slow the process further and so on. It is likely they have problems doing so for more than one keyword currently, and Google as ever is cautious about changing their interface too radically too quickly. This implementation of semantics gives hope that they haven’t adopted the purist view of ‘The Semantic Web’ where everything is tagged and filed neatly into nice little packages.
Google is all too aware of the following very large problems with that idea:
It’s my belief that Google will increasingly tie this technology into their core search experience as it improves in speed and reliability. It has some phenomenally powerful uses and I’ve taken the liberty of laying out a few of my suggestions on where they can go with this:
Self aware pages
Narrow Search
Opinionated Search
Google is using semantic technology, but is not yet a fully fledged semantic search engine. It does not use NLP (Natural Language Processing), but this is not a barrier to producing some truly web changing technology with a bit of thought and originality. NLP may well be (I hate myself for writing this) web 4.0 and semantics is web 3.0 - they are in fact different enough to be classified as such in my eyes and the technology Hakia is developing is certainly markedly distinct from Google’s semantic efforts.
There are barriers that Google needs to overcome... is it capable of becoming fully semantic without modifying it’s index too drastically; can Google continue to keep the results simple and navigable for its varied user base? Most importantly, does Google intend to become a fully semantic search engine and to do so within a timescale that won’t damage their position and reputation? I like to think that although the dragon is sleeping, that doesn’t mean it’s not dreaming!
Jeff
Hawkins made a name for himself in the tech industry as the founder of Palm Computing and inventor of the Palm Pilot. He later founded Handspring, where he invented the Treo. If you were a fan of his work then, you are going to love what Jeff is
up to now. He is currently pursuing his life-long passions, neuroscience and
intelligence. His latest work made quite a splash a few years ago when he published On
Intelligence. In this thin volume Jeff Hawkins elegantly summarised his
theory of how the brain gave rise to intelligence. Disputing conventional
wisdom
that the brain is complex, or that intelligence is inseparable from other human
qualities such as emotions, Jeff put forward a proof that human intelligence
is a function of the neocortex and that it is temporal in nature.
To prove his theory, Jeff founded Numenta - a company dedicated to developing algorithms and software based on the ideas put forward in the book. This spring Numenta released its first product, an experimental software aimed at researchers and advanced developers which embodies the algorithms and techniques pioneered by Jeff and his crew. Numenta is presenting here at ETech today and so it"s a great opportunity to familiarize you with these exciting new developments. Has the age of Artificial Intelligence arrived? Is it what we thought it would be? Read on to find out.

One of the key insights that Jeff had was based on the fact that life has a spacio-temporal quality. This is a fancy way of saying that things happen in space and time. It is of course basic physics, but Jeff concluded that the structure in our brain that models reality, should also have spacio-temporal characteristics. After all, a good model is an approximation of the actual process. With that, Jeff looked for a part of the brain that would fit the description and immediately realized that it is the Neocortex.
Jeff and his collegues spent a lot of time studying the neocortext and were able to understand its essential operations. Based on their understanding they created the Hierarchical Temporal Memory (HTM) model, which captured the essential computation by constructing tree-like hierarchies. Like its biological forefather, the Neocortext, HTM applies the same algorithm to all inputs. The four basic operations performed by each element are:
This model, the scientists claim, simulates what would commonly be classified as intelligence.

Similar to the neural networks, HTM does not have any prewired classification of the world. Instead, HTM accepts a sequence of spacio-temporal inputs and "learns" the patterns in the input stream. In the diagram above, the senses digitize the signal and turn them into bitmaps (or vectors), which are then are processed by a classification system. The system then assigns the likelihood of a particular cause to each symbol. In plain english, you are shown a sequence of pictures of cats and dogs - and each picture you classify as either a cat or a dog. But just like we can"t do that when we are born, neither can HTM. In fact HTM needs to go through a training process before it can "learn" to distinguish things.
A trained HTM is able to assign the likelihood of a particular cause. Given a new input, the system then uses its previous knowledge to classify it. People actually do the same thing; given a sequence of pictures of cats and dogs, there is a chance (small) that we will make a mistake. What is particularly interesting is how HTM deals with novel input - it is used to continue the learning process. Each new input, along with its temporal aspect, is processed by the system and causes the system to change. As an example, think of the process involved in recognizing an object via sensory input - we move our hands around it in order to recognize the object. Jeff Hawkins explains that this ability to handle continuously variable input is one of the keys to make the whole system work.

The ability to predict or to imagine things is one of the most basic human abilities. Forecasting, mental modeling, imagination and planning - these are powerful attributes of intelligent behavior in humans, which each find place in HTM. Each node in the HTM network combines its memory with incoming signals, to predict what is going to happen next. This prediction can actually serve as an input itself, mimicing the process of imagination in humans. The entire network is able to compute a series of future states - so for example, like people, it is able to anticipate bad or dangerous sitations before they actually take place.
Probably the most important thing that people do after they think (most of the time) is act. The ability to calculate the sum of all inputs, conclude and do something, has been wired into HTM. Since the model itself has no way of interacting with the external world, its actions need to essentially go through a translator before being implemented (think how brain controls movement for example). So in its raw version, HTM actions are just internal commands that can be interpreted in various ways. For example, they can be hooked up to the motor generator to power physical behavior. In this first version of the model, the set of basic behaviors is pre-wired. However even in this early stage, the model is capable of generating complex responses by combining the basic building blocks.

So what are we to make of this? Have Jeff Hawkins and his researchers at Numenta invented Artificial Intelligence? The answer is yes and no. It is likely that some future version of their system is going to be able to pass the famous Turing Test, but hardly anyone would mistake the Numeta creation for a human being. In fact the very beauty of this creation is that it decouples intelligence from other human qualities. Jeff and his colleagues invented an algorithm that mimics typical computation which occurs in our brains, but it is far from being a complete artificial intelligence.

So in terms of moral and ethical implications, right now there are no issues. Could there be in the future? Yes. The future generation of this algorithm, if implemented in advanced robots, could become closer to what Arnold Schwarzenegger so elegantly portrayed in the Terminator series. But seriously, as with any technology care must be taken as to how and where it is used.
In the meantime, we are excited to report on this breakthrough. Jeff"s invention has paved the road to a new, brain-like computing paradigm. It is possible that the long-awaited promise of neural networks and cellular automata is finally being delivered. This means that computers will be able to tackle problems that come so easy to us, like recognizing faces or seeing patterns in music. But since computers are much faster than humans when it comes to computation, we also hope that new frontiers will be broken - enabling us to solve the problems that were unreachable before.
This post is based on the white paper on Numenta"s web site. We highly recommend it, as it has a lot enlightening details about the architecture of HTM. Please take a look and let us know what you think about this exciting development.
Alex Iskold is reporting live from ETech 2007
The
Apollo team from Adobe is here at ETech, presenting the Alpha version of their new
runtime environment - which is aimed at empowering web developers to create desktop applications.
Apollo is a lightweight virtual machine that runs on the desktop and acts as an interpreter
of HTML, JavaScript and Flash - much like the browser does today. The difference is that applications
that run on Apollo can work in an offline mode, while you are not connected to the internet.
The browser can"t yet do this, however Firefox
3 is slated to have offline functionality and IE surely won"t be far behind.
Adobe has rolled out this solution for a few reasons. Firstly, so that users can access web applications for both reading and writing in an offline mode. For example, accessing a Google map to find directions to your friend"s house while you are in the car; or reading The New York Times on a plane. The "reading" part works simply by caching the data locally. Examples of useful applications for writing data would be editing your Basecamp to-do"s, or editing Google online docs while vacationing in the high mountains.
The second driver for Apollo is based on the high availability of skilled web developers. There are tens of thousands of programmers that mastered HTML, JavaScript and Flash, so Adobe reasoned: why not empower them to build Desktop applications. Adobe thinks this is the faster route for developers, as opposed to them having to learn Java or .Net. So the theory is that web developers equipped with Apollo can start writing web-enabled desktop applications today.
A somewhat related third reason is that people are writing desktop applications that access the web anyway, so why not write them using the same tools?
Finally, a major driver for Apollo is the ability to run the same applications on mobile devices, like cell phones and PDAs.
In a way, Adobe is much like a web browser. It has the same infrastructure as Firefox or Internet Explorer, in order to render HTML pages and Flash. In addition, Apollo comes with a set of native libraries that empower developers to determine if the application is in an offline or online mode; and to store the information to local disk. This diagram explains it well:

The idea of writing a desktop application using the same tools as web applications is seemingly good, but there are issues. Firstly, in my opinion this is kind of backwards. We have had rich applications on the desktop for quite some time already. Java and .Net technologies excel at delivering sophisticated user interfaces, which we have only begun to see recently online.
Language-wise, Java and .Net languages are richer and easier to program in than JavaScript and Flash. But beyond languages, there is a much bigger problem - [programming] libraries. Any language is only as good as its libraries. JavaScript does not have the Java-like standard and rich set of libraries needed for real desktop applications.
The last technical issue is lack of development tools. Java and .Net have sophisticated IDEs [integrated development environments], profiling, testing tools - just to name a few things that are not going to be available for a while in Apollo.
But technology is not going to be the determining factor. Because if users really resonate with Apollo, download it and start running applications, the technology issues will be secondary. The big question then is: will ordinary users download a runtime? Well this is not so simple, although certainly many people have downloaded Java in order to run Java-based web apps. Arguably, there is no compelling reason right now to download - but surely Adobe has a plan for distribution. Could it be bundling it with Acrobat?
There"s another point that is going to be confusing for the user: why do they need another browser? To the end user, there is not going to be much difference between Apollo and the web browser. And certainly people are not going to be switching back and forth between Apollo and their regular web browser, so it seems like there is a barrier there.
It appears that, intentionally or not, Adobe is on a collision course with IE, Firefox and the rest of the Web Browsers. Firefox has already said it is looking to add support for offline applications into its next version. If this happens, it will be bad news for Apollo - because Firefox users are not going to switch. IE plans in the same space are not clear, but we can be certain that if offline mode for web applications takes off, then there will be support in IE.
Probably the biggest question that comes to mind is: with the rapid spread of wifi, why do we even need something that is offline? [Ed: I think my Gmail outage today answers that!] Increasingly we find ourselves more and more connected and in a year or so, we are likely to be online all the time - perhaps with the exception of airplanes. That alone does not warrant a separate environment for doing things. Perhaps there is more to this that I am not seeing, but it seems like the mobile use case for Apollo is much stronger than the offline desktop use case.
It would be great to hear what our readers think about Apollo. Will it take off?
This is a point/counterpoint argument, with John Milan taking the position that online desktop apps are better, while Richard MacManus argues for offline web apps. Let us know what you think, in the comments.
John Milan: ReadWriteWeb is currently running a poll asking which web apps should also work offline. Shouldn"t we be asking the equally valid corollary as well: which desktop applications would you like to see work online?
Fundamentally, what is the difference between a web app that works offline and a desktop app that works online? Could it be that the web and desktop application communities have accidentally merged and are violently agreeing what the next version of productivity applications will look like? Or are there still intrinsic differences between web and desktop, regardless of how well they work offline or on?
The obvious differentiators are the Web"s simple delivery and the desktop"s rich UI experience. Online/Offline has been the elephant in the room and Zimbra"s announcement means that the elephant has finally been recognized. In fact, while they framed it as a web app that works offline, a more accurate portrayal is a basic desktop app that works very well online - an acknowledgement that this architecture is better able to meet users needs. For example, by introducing a desktop component, Zimbra will now be able to attach more than 1 email at a time to an "online" email message.
The "web only application" architecture has run its course. The simple web apps that early adopters have been willing to put up with, are transforming as mainstream requirements dictate a healthy desktop presence. Regardless of its origin, the future is desktop applications taking better advantage of online features and bringing richer offline (and online!) experiences.
Richard: John"s argument is basically what Microsoft and Adobe are aiming to achieve - a world where "rich" desktop apps have online functionality. Let me take the position of two of their main competitors, Google and Yahoo. They would argue that the browser is still the "lowest common denominator" for applications - i.e. the browser is where the largest user base is (by a very long shot), the browser is where the most popular Web activity search is carried out, and the browser is the most user-friendly and hassle-free environment for applications. There"s no download required and users can access their data on any computer or device.
So who"s right? Microsoft or Google? Adobe or Yahoo? Well, since nobody has "won" the desktop app vs browser app argument definitively yet, we"re now attempting to tackle it from a different angle: is it better to have an offline web app, or online desktop app? I hate to say it, but I think it all comes down to the user base again. The Web browser is the primary Web platform and so, more often than not, it is both more convenient and more usable to run a web app than it is to download a desktop app. It"s horses for courses too (of course). For example with word processing, I generally want to use a desktop app. But for email, I want a browser-based app. In fact for most applications involving Internet connectivity, I prefer browser-based apps - so that I have most of my apps running in the browser and accessible whichever computer I happen to be on (and I run two in my home, for starters - one at my desk and one in the lounge).
Which brings me to my pièce de résistance: today my Gmail account was down and out for a good 6 hours. Yikes! I wasn"t happy, as I had neglected to do backups and so the majority of my work was in that Gmail account. Now if only I"d had offline access to my Gmail.... then while I was waiting for my current email messages to arrive, I could have at least dug out yesterday"s emails and did that work.
To sum up, I think offline web app functionality is more important than online desktop functionality. Too many of my day-to-day applications run in the browser now, so offline access to those web apps is critical to my business.
John: Two things stand out for me in Richard"s response: "lowest common denominator" and, of course, Richard"s Gmail experience (I guess after 3 years it still is a Beta). Furthermore, if the browser is the "OS" for web apps, then the largest user base comparison would be with Windows - and it"s hard to imagine Windows lagging too far behind in this race. Or if Adobe is successful with Apollo, its user base could (theoretically) be equivalent to the browser"s user base by virtue of being cross-platform.
To Richard"s point of being mobile, he is absolutely correct - a web browser has a significant advantage over the the installation of desktop apps. This isn"t totally hassle-free, however. Over the course of a day, you"ve probably downloaded more bytes over your pipes to service a web application than if you downloaded and installed a desktop. Furthermore, all these bytes do not mean a richer user experience, just one that is more transient. But as far as mobility is concerned, this is an absolute advantage, as long as your work is also isolated.
This would be the other elephant in the room. A mobile toolset may be nice for business, but at some point integration will be required for business systems. For example, my company is using a certain web application for sales force management. It is very comprehensive, but I currently have an open support issue regarding integration with my critical business infrastructure. If it was a desktop application with a nice scripting language, we could have done it in-house. Instead, it is a web app and we have been blocked for over two weeks now - and we"re powerless to move things faster. Unless a business is willing to put everything online - and given the value of the data and the cost of an outage, that is an extremely unlikely proposition - then web applications will in fact be forced to stay in a supporting role instead of becoming dominant.
Which is a very odd argument to be making, and shows just how gray and smudged the web app vs. desktop app battle lines have become. Richard has more or less made the argument that web apps are superior for more autonomous workers, because of their superior mobility. I have just made the argument that desktop apps are better for businesses, because it"s the only way groups can coordinate their activities with critical business infrastructure. The web for the individual and the desktop for groups?
Perhaps mobile devices can clean up this messy affair.
Written by Can Erten and edited by Richard MacManus. This is the first in a 2-part series on Read/WriteWeb, exploring the world of P2P on the Web. Part 1 (this post) is a general introduction to P2P, along with some real-world applications of P2P. Part 2 will discuss future applications.
As the connection speed of the internet has increased, the demand for web related services has also increased. After the Web revolution, peer-to-peer networks evolved and currently have a number of different usages - instant messaging, file sharing, etc. Some other revolutionary ideas are still in research. People want to use peer-to-peer in many different applications including e-commerce, education, collaborative work, search, file storage, high performance computing. In this series of posts, we will look at different peer-to-peer ideas and applications.
Peer-to-Peer (P2P) networks have been receiving increasing demand from users and are now accepted as a standard way of distributing information, because its architecture enables scalability, efficiency and performance as key concepts. A peer-to-peer network is decentralized, self-organized, and dynamic in its pure sense, and offers an alternative to the traditional client-server model of computing. Client-server architecture enables individuals to connect to a server - but although servers are scalable, there is a limit to what they can do. P2P networks are almost unlimited in their scalability.
In "pure" P2P systems, every node acts as a server and client - and they share resources without any centralized control. However most P2P applications have some degree of centralization. These are called "hybrid" P2P networks and they centralize at least the list of users. This is how instant messengers or file sharing programs work - the system keeps a list of users with their IP addresses.
Different applications of P2P networks enable users to share the computation power (distributed systems), data (file-sharing), and bandwidth (using many nodes for transferring data). P2P uses an individual"s computer power and resources, instead of powerful centralized servers. The shared resources guarantee high availability among peers. P2P is a really important area to research, because it has a huge potential in distributed computing. It is also important for the industry as well, as new business models are being created around P2P.
The key thing for the architecture of P2P networks is to achieve reliability, efficiency, scalability and portability.
For the moment there are no standards for P2P application development, but standards are needed to enable interoperability. Sun has tried to implement a framework basis called JXTA, which is a network programming and computing platform for distributed computing. Sun was the first company to try and develop standards for P2P, but surely other companies will also try to implement their own standards. Microsoft, Intel and IBM are investing and working in their research laboratories on P2P supported application frameworks or systems. It is an open area where no standards are accepted yet.
Gnutella has been used in many applications to allow connecting to the same network and searching files in a centralized manner. It"s an open, decentralized search protocol for finding files through the peers. Gnutella is a pure P2P network, without any centralized servers.
Using the same search protocol, such as Gnutella, forms a compatible network for different applications. Anybody who implements the Gnutella protocol is able to search and locate files on that network. Here"s how it works. At start up, Gnutella will try to find at least one node to connect to. After the connection, the client requests a list of working addresses and proceeds to connect to other nodes until it reaches a quota. When the client searches for files, it sends the request to each node it is connected to, which then forwards the request to the other nodes it is connected, until a number of "hops" occurs from the sender.
According to Wikipedia, as of December 2005 Gnutella is the third-most-popular file sharing network on the Internet - following eDonkey 2000 and FastTrack. Gnutella is thought to host on an average of approximately 2.2 million users, although around 750,000-1,000,000 are online at any given moment.
The industry use P2P networks in many different ways, each with different business model and different infrastructure. So now let"s look at some real world applications for P2P...
The first adopted usage of P2P applications was instant messengers. Back in the early days of the internet, people used gopher and IRC servers for communication. These technologies could only handle a certain number of users online at the same time, so there were delays for communicating whenever the server was approaching its limits. However the use of P2P changed the whole idea of IM. The bandwidth was shared between users, enabling faster and more scalable communication.
The peer-to-peer file sharing era started with Napster and continued with much more powerful applications such as Kazaa, Gnutella. These programs brought P2P into the mainstream. Although some P2P file-sharing applications have stopped because of legal issues, there is still a high demand in the industry. Now Napster has gone "legit" and there are new media P2P apps like Joost (P2P TV) arriving on the scene. We will discuss this more in the next post.
Document sharing and collaboration is really important for a company. This issue has tried to be solved by internal portals and collaboration servers. However the information has to be up to date and with portals this wasn"t always possible. Collaboration with P2P broke that barrier, by using peoples computer resources instead of a centralized server.
Groove is a software with P2P capabilities which was acquired by Microsoft in April 2005. Groove is now offering Microsoft Office based solutions, mainly using P2P for document collaboration. It also allows the usage of instant messaging and integration with some video conferencing solutions. It provides user and role based security, which is one of the most important aspects of P2P for an organization. Groove is also a “relay server” to enable offline usage.
Another major usage of P2P is IP telephony. IP telephony revolutionaries the way we use the internet, enabling us to call anywhere in the world for free using our computers.
Skype is a good example of P2P usage in VoIP. It was acquired by eBay in 2005. Skype was built on top of the infrastructure of P2P file-sharing system, Kazaa. The bandwidth is shared and the sound or video in real-time are shared as resources. The main server exists only for the presence information and billing users of the system whenever they make a call that has charges (e.g. SkypeOut).
High performance computing is important for scientific research or for large companies. P2P plays a role in enabling high performance computing. Sharing of resources like computation power, network bandwidth, and disk space will benefit from P2P.
Hive computing is similar - it is where millions of computers connecting to the internet can form a super computer, if it is successfully managed. One of the popular projects is SETI@HOME (Search for Extraterrestrial Intelligence), which enables users to search for extraterrestrial intelligence. It is a voluntary project with more than 3.3 million users in 226 countries - it has used 796,000 years of CPU time and analyzed 45 terabytes of data in just two and a half years of operation.
Some industrial projects also exist in this area. Datasynapse is charging users for the CPU cycles they use. Open Source projects also exist, like Globus and Globus Grid Forum.
In Part 2, we will explore future applications of P2P. In the meantime, let us know which real world applications you use right now and what you think of the P2P industry in general.
Image credit: RocketRaccoon
Like many other web 2.0 geeks, today I woke up to Mike Arrington"s elaborate April Fools joke that Techcrunch has acquired infamous dot com site F**kedCompany.com. It actually is 1 April where I live, but it wasn"t until I had finished reading the article that I realised it was probably an April Fools joke (thanks to a timely IM from Steve O"Hear!). There were some clues in the Techcrunch article, but subtle ones. Particularly the statement: "its clear that we are at the tail end of the current boom". As in all good April Fools jokes, there is a strong element of truth in that statement - but when you think about it, it makes no sense for Techcrunch to be the one stating it. The following bit is probably the biggest clue though:
"While plenty of startups are launching, we aren’t seeing any actual innovation any more. There just isn’t the “wow” factor around new startups like in 2004/2005. That does not bode well for the future - there just isn’t anything left to invent."
I would be one of the first to call bullshit on that statement! But even the comments in the TC post are great, e.g. this one from a "Michelle Carrington" (heh):
"This isn’t an april fool’s joke, idiots if there is a bubble, TC is just covering or diversifying its assets by buying the “bear” while still holding on to the bull."
Funnily enough, there is actually some serious commentary out there which echoes the Techcrunch post. Wired is currently running a story, dated 29 March, with the headline: Tim O"Reilly on ETech: "It feels like the end of this idea". It is referring specifically to ETech, which as a conference seems to be nearing the end of its run. In the Wired piece Tim is quoted as saying:
“It was a transition year,“ O’Reilly says. “We will be looking next year for the places the money isn’t yet. The web to Wall Street is something I’m really interested in. And the medical computing ideas, how we are learning to control our bodies, those are important, emerging uses of technology,“
I completely agree with Tim. There"s definitely an undercurrent that we"re moving on to the next phase of the Web - and as a corollary that there is a lot of Web innovation still to come. This has certainly been the focus of Read/WriteWeb since the end of 2005. Although we continue to cater for all the mainstream people who want to know what this Web 2.0 thing is all about (and there is still a heck of a lot of interest in that), our remit is much broader and longer term - to analyze Web technology trends and innovative Web products.
So even when the web 2.0 trend is past its use-by date, R/WW will still be around covering next-generation Web Technology. The Startup Meme blog actually sums it up nicely. After naming R/WW as one of the top 5 "startup focused blogs" (alongside Techcrunch and 3 others), it also says:
"ReadWriteWeb has drafted a niche of analysis and dissection of new and upcoming technologies."
Exactly! Anyway, this is all a roundabout way of saying: whether it"s a bubble/web 2.0/3.0/end of an era, you can still rely on Read/WriteWeb to provide analysis of web trends and products :-)
Oh, and nicely done Techcrunch on the April Fools joke!
Written by Emre Sokullu, with contributions by Charles Knight
Quintura is a clustering search engine, one of the Top 100 Alternative Search Engines chosen by Charles Knight. Quintura, like many other alt search engines, is focusing on user interface (UI) innovations - see our previous categorization of search engines here. The company recently closed an undisclosed amount of funding from Skype"s investors, Europe"s leading early-stage VC company Mangrove Capital Partners.
Many believe that it"s nearly impossible to convince users to switch search engines due to user interface innovations only. However I spoke to Quintura CEO Yakov Sadchikov and he told me that one should start with user interface innovation, followed by providing users with more relevant search results on the first page. So let"s open up this topic for discussion here on ReadWriteWeb.
First of all, give Quintura a try. It offers visual clustering of keywords that you enter (for plain clustering, check out Clusty and Ask). Quintura is not the first search engine that clusters search results, but it is the first to provide an interactive tag cloud for deep navigation within the clusters. Yakov explained that Quintura is more of a discovery engine, good for browsing the Web and finding "hidden" information.

The usefulness of this feature is arguable, however. I think search clustering is good only in some rare cases, when you have absolutely no idea about the topic you are looking up. It does add some fancy look and feel to the search experience - something that Charles would no doubt like :-) - but at the price of being slightly slower compared to Google. As a result, I think the disadvantages outweigh the advantages that clustering brings.
Also check out other reviews of the "new" Quintura - Rob Garner"s Test-driving Quintura Visual Search Navigation on MediaPost and Phil Bradley"s article Quintura Relaunches with New Interface on Search Engine Land.
Now let"s look at Quintura Kids, which (as the name indicates) is a junior version of Quintura"s search engine. It is based on Quintura"s own index and therefore provides search speed comparable to the traditional search engines. Yakov told me that the feedback that Quintura has received from teachers and parents is that they are able to find kid-related content much faster, using Quintura Kids preset tag cloud and the icons on the site.

Yakov told me they are planning to add a "Search In Site" business as well - and that clustered sitemaps could come in handy in that field. I agree, because in that case Quintura"s clustering could create automatically generated sitemaps. Also as Quintura goes vertical, the UI demands will change and their visual clustering feature will come into its own.
In terms of revenue opportunities, in Michael Arrington"s article in Techcrunch - Quintura Visual Search Engine Relaunches - one commenter pointed out that the parent company of Clusty (Vivisimo) licenses its product to enterprise-level customers, providing dual revenue streams. The commenter also noted that search engine Snap is getting its search boxes on other websites. This dual revenue strategy, showcasing your technology via your search engine and then seeking out ways to market it on other sites, may be a sign of the times for the smaller alt search engines - that may not be able to survive on ad revenues alone.
Like Quintura, Snap relies heavily on UI innovations. The problem with relying on UI innovation is that the barrier to entry is too low. The big players Google (SearchMash) and Microsoft (Live) are actively experimenting with UI innovations.
However I think UI innovations will be very suitable for vertical search engines. For example flight search engine Kayak and job search engines like SimplyHired and Indeed can deliver UIs that take into account the unique requirements of their topic focus. Quintura Kids and Quintura"s upcoming "Search In Site" feature can also succeed by delivering UIs for niche audiences. However I don"t think that up and comers like Quintura Web Search can easily convince us to change our general search attitudes. It"ll take more than UI innovations to compete with Google.
Ed: Charles Knight, ReadWriteWeb author of The Top 100 Alternative Search Engines, had a lot of input into this article and so he gets the final word on whether UI innovations will be competitive with Google...
Charles: there seems to be three camps into which most of the Top 100 search engines fall. Some of the alts have invented (and patented) marvelous new technologies, and seek exposure hoping to attract a cash laden buyer - thereby recouping all of the VC dollars (and maybe a few more...). Others are "not for sale," and seek primarily to excel within their chosen niche, perhaps as the best mobile shopping search engine (e.g. Slifter), or the best video search site (e.g. PureVideo), thereby allowing them to attract a healthy revenue stream from advertisers. Quintura, by it"s own admission, is taking the high road; the third path. Yakov sees competition with "the Big Four" as not only possible, but achievable. He feels that with his UI and his own web index, his brand of vertical or user community-oriented search can take them head on.
Having evaluated literally hundreds and hundreds of alts (of which only 148 have been featured on R/WW so far!), I have become a "true believer" in the fourth alternative. Contrary to what you may surmise, I do not believe that any of the Top 100 alternative search engines is a "Google Killer;" but: they all are!
I leave you with this thought: Aesop (of "Aesop"s fables") wrote a story about the four oxen and the lion (translated here by G.F. Townsend):
A Lion used to prowl about a field in which four oxen used to dwell. Many a time he tried to attack them; but whenever he came near they turned their tails to one another, so that whichever way he approached them he was met by the horns of one of them. At last, however, they fell a-quarrelling among themselves, and each went off to pasture alone in a separate corner of the field. Then the Lion attacked them one by one and soon made an end of all four. "United we stand, divided we fall."
Are you listening, alts?
Following last year"s backlash over Yahoo!"s re-design of their TV section, and in particular their television listings feature, many users felt left out in the cold. I was one of them. Having previously relied on the Yahoo! online television guide to know what was on the boob tube, I was annoyed when a simple and easy-to-use product was replaced with such a clunker (more on that in the review of Yahoo!"s TV page below).
So, I set off on a quest to find a replacement for Yahoo!"s television listings. At times, as I dug through the various online tv listings services, it almost seemed that there were as many ways to find out what was on TV as there were channels to watch! Below, in alphabetical order, are quick reviews of 10 such services that I tried (including Yahoo!"s).
Note that each site is linked via its logo. Also, some of the sites below may only be accessible in the US.
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Design: AOL"s design is simple, displaying listings in "3 hour by 15" channel boxes - broken up by advertisements for additional TV content on the site. Movies, news, sports, and family programming is color coded; and you can sort by program type (including additional types beyond the four that are color coded in the listings). Drop down boxes provide a way to jump to any date or time; and forward / back arrows advance the listing by one hour in either direction.
Content: Additional program information pops up in a separate box, though it is fairly basic - episode name, and sometimes a one-sentence episode summary. The "Episode Detail" link leads to a dedicated page for each episode (for the most popular shows, at least) including cast list, original air date, and some other pithy information. Beyond listings, AOL offers a large amount of television content, including forums, blogs, photos, news, videos, reviews, and previews.
Extras: AOL"s "My Favorites" services allow users to create a customized TV listings grid that displays only their favorite shows. They also provide a TV calendar that highlights premieres, finales, and special episodes. One of AOL"s more impressive extra features is In2TV, which serves full length episodes of classic television shows for free (though I use the term "classic" lightly - while there certainly is some great classic content on In2TV, like "Growing Pains," "Gilligan"s Island," and "Johnny Quest"; it is also where the ill-fated "Friends" spin-off "Joey" went to die).
Conclusion: AOL"s service is actually the one that I ended up using personally. Coincidentally because I"ve listed these services in alphabetical order, I led off with it. Strictly for TV listings, which is what I was most concerned with, AOL"s services is quick, simple, and easy-to-use. They also have enough quality extras to keep TV junkies happy.

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Design: Couchville displays listings in a 4.5 hour by 9 channel grid, with a convenient vertical red line that indicates the current time (and moves forward as time passes). Sports and movies are color coded. You can customize the grid to show only channels you are interested in. Couchville"s most innovative feature is their use of a Google Maps-style interface that allows you to "drag" listings vertically (channels) and horizontally (time). You can also click on up and down arrows to scroll 9 channels at a time, or left and right arrows to scroll 4.5 hours each click. A calendar linked in the upper left corner of the page gives easy access to any day"s listing data, though Couchville does not seem to save old data - and provides listings only about 2 weeks into the future.
Content: Episode details open conveniently to the right of the listings grid. Information is fairly basic and limited to episode title and a short description, but expanded episode and series data is available on separate pages.
Extras: Couchville is really just about TV listings, so they don"t have much in the way of extras. You can add shows to a "Favorites" list (really just a bookmark for shows you like so you can find info about them easier) and their "Buzz" page shows the top recorded shows each week on the BeyondTV DVR, which is mildly interesting.
Conclusion: Couchville is about listings, and they do them pretty well. While their AJAX click and drag interface is unique (to TV listings sites), it isn"t really very useful in practice, especially in an age when you might have 900 channels to sort through. But there are enough other navigation options provided, so that you don"t have to use the click and drag.


Design: IMDb TV delivers listings in a 3 hour by 10 channel grid, with breaks only to redisplay times. Left and right arrows advance the listings by 3 hours. There are drop downs that allow you to choose day, time, or even jump to a specific channel.
Content: Content is where IMDb really excels. Last year IMDb switched from single pages for each television program to individual pages for each episode. This has allowed them to link each listing to the specific IMDb page for that episode. Because the change was fairly recent, their television data is largely a work in progress and older shows especially are often without complete cast lists or episode synopses. Movie data is, of course, very strong. Brief episode data is available in a small box that hovers when you hold your mouse over the down arrow icons on each listing.
Extras: IMDb offers the strongest community of the bunch. It has message boards for each show, with episode, actor, and crew member info. The message board is ranked 48th in the world, with over 13 million posts and 4.1 million users. IMDb also offers news and photos.
Conclusion: IMDb"s listings are simple enough; and while they don"t offer a ton of extras, it does have a very strong community.


Design: MeeVee"s guide loads listings in a 3 hour grid by 14 channel grid (though all channels are loaded at once, and the listings are in an iFrame - allowing them to scroll under the times). Left and right arrows let you skip three hours at once, and drop down menus let you choose date, time, and sort by program type. A "Now" button lets you easily reset to the current time and date. You can also print the full guide, which may not be the most useful feature - do you really need to print 3 hours worth of TV? Especially when just movies on my cable service take up 9 printed pages over the next 3 hours.
Content: MeeVee really focuses on content - and they offer a lot of it. In addition to blogs and news, the site also offers a full line up of streaming TV channels, not unlike the web-based services mentioned in Read/WriteWeb"s IPTV roundup. On the actual listings, show info opens up in a javascript popup box, with additional info on a separate page. The info is adequate, but not overly detailed.
Extras: MeeVee allows you to mark shows, people, topics, sports, movies, keywords, and channels as interests. Then you can create customized daily or weekly, or 3-hourly guides, highlighting your favorites shows or programs - including actors you like or topics you enjoy. You can also block programs, to keep them out of your interests. MeeVee"s "To Go" lets users get TV listings via mobile, RSS, or email; and most interestingly, via an embeddable widget that allows you to share your favorite programs on your blog or MySpace page. Finally, they have the "MeeVcast," a downloadable Windows program that gives users access to clips, trailers, and commentary.
Conclusion: MeeVee offers some very unique features, but their listings seem rather slow and unwieldy to me. I"ve often had problems in Firefox with their site (I had to use IE to play with MeeVee for this write-up). But they do have some great content and impressive exclusives - I was recently able to watch the entire first two episodes of Showtime"s "The Tudors" on MeeVee.

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Design: TitanTV organizes listings in a 3 hour by 10 channel grid with left and right arrows to advance listings by three hours at a time. The grid is exceptionally colorful, with color coding for action, childrens, comedy, drama, documentary, educational, and game show programming. Drop down menus let you jump to a specific time or date.
Content: Episode information opens in a popup window, though it is not very detailed.
Extras: TitanTV lets users mark shows as favorites and create customized listings based on them. They have a message forum, but it"s rather inactive unfortunately. Perhaps the most interesting extra feature at TitanTV is their PVR integration. Through partnerships with a laundry list of PVR makers, users can automatically set television shows to record direct from the TV listings.
Conclusion: TitanTV is not the most attractive website in this roundup, but it is simple and works quite well.


Design: TV.com sports a very polished design, and the smallest grid in the bunch: 2 hours by 7 channels. "Earlier" and "Later" buttons advance listings by 2 hours, and drop downs let you jump to a specific date, time, or channel. Like MeeVee, TV.com offers an option to print listings. The print pages are attractive, but again of questionable value - do I really need to print 15 pages worth of television to get listings for 2 hours?
Content: Episode details are opened in a new window and is often very detailed with summaries, cast lists, quotes, trivia, etc. Episode, program, and actor content is presented wiki-style, allowing registered users to edit it. Unfortunately, it seems like TV.com"s listings have a lot more gaps in content coverage than other services. However the website makes up for this with a bevy of additional non-listing content - including pictures, news, podcasts, videos, and popular forums.
Extras: TV.com offers a standard favorites/custom listings feature, but they also include rather fun (if frivolous) statistical charts detailing a breakdown of your TV watching habits. As I suspected, I watch more comedy than drama.
Conclusion: TV.com stands out for its great community features. Its massive TV wiki offers an awesome amount of TV info - provided by fanatical fans - and their video section allows user uploads. It is a mix of user created content with professional news and analysis, in a very attractive format. However including only 2 hours on their TV listings grid is a drawback.


Design: TV Guide displays listings in an attractive 2 hour grid, broken up rather sporadically by banner ads. The grid is in an iFrame, allowing listings to scroll under the times. Single arrow buttons jump listings by two arrows, while double arrow icons advance listings by an entire day. Drop down menus allow users to jump to a specific time or date, or to sort listings by movies, sports, family programming, or favorites channels. Listings are color coded by sports, movies, news, and family.
Content: Episode details hover in a box on mouseover and a separate link leads to a more detailed page of information for some programs. TV Guide"s episode descriptions are probably the most descriptive of any of the sites in this roundup. Beyond listings, TV Guide offers a ton of addition television and movie content. News, blogs, gossip, fan blogs, forums, groups, podcasts, videos, and photos.
Extras: Beyond the standard favorites/custom listings set up, TV Guide"s real strong point is their exceptional, professionally produced content - of course drawing on their 54 year old magazine and 19 year old television channel.
Conclusion: TV Guide is the most famous name in, well, TV guides. Their listings are attractive and functional, and there may not be a more detailed site for true television fans.

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Design: TVplanner loads listings in a 5.5 hour by 15 channel grid, though in an iFrame so all channels load at once and scroll under the times. There are drop downs for jumping to specific times and dates, as well as buttons for "Now" and "Primetime". Listings are color coded - kids, movies, sports, and HD - and can also be filtered by the same settings.
Content: Content opens in a side bar that shortens the grid by an hour. The content is fairly basic, but attractively displayed.
Extras: TVplanner doesn"t have much in the way of extras, except a "Browse" section that highlights content in specific categories. TVplanner"s search is also quite good. A search for "Meg Ryan", for example, brings up listings of every movie in the system starring Meg Ryan; and a search for "baseball" brings up any show that references baseball - it even found an episode of "MTV Cribs" in which New York Yankees" center fielder Johnny Damon was profiled.
Conclusion: TVplanner is an interesting site. It is very basic, blazingly fast, and from a strictly design standpoint it provides the best listings by far in this round up. Unfortunately, it is only available for Comcast customers (it is owned by Comcast), and thus isn"t very useful for a large portion of television watchers.

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Design: Yahoo! TV loads listings in a 3 hour by 10 channel grid. Left and right arrows advance the guide by 1 hour, and drop down menus allow users to jump to specific times and dates. Yahoo! TV has both "Now" and "Primetime" quick links. Movies, sports, and news programming are marked with buttons.
Content: Yahoo! TV has a very slick way to load episode content: via an AJAX slide-out that loads inside the listings. The actual content in the listings is weak, but full show listings lead to very detailed pages. As usual, content is a strong point for Yahoo!. In addition to extremely detailed program pages, they also offer news, gossip, photos, and videos. Users can rate and review shows, and Yahoo! offers forums via a partner site.
Extras: One of Yahoo! TV"s most unique extras is the ability for TiVo users to schedule recording directly from the listings. Yahoo! also offers the standard favorites/custom listings setup.
Conclusion: The biggest rap on Yahoo! TV when they rolled out the new version of the TV site, was that the listings loaded far too slow. Each 3x10 grid loads separately and they just don"t load fast enough to catch up with users scrolling. Even on a 3mbps cable connection, I found this to be true and so I made a switch to a new TV listings service. I have since upgraded to a 20mbps connection and the Yahoo! site is far more usable; however, Yahoo! TV had by that time already lost me as a user.


Design: Zap2It"s listings load in a 3 hour by 10 channel grid that can be filtered by sports, movies, news, series, specials, and children"s programming. Left and right arrows allow users to jump by 3 hours at once, and drop downs let you jump to a specific time or date. Unique to Zap2It, the times scroll along with you down the page, so you always know what time programs are on. Zap2It offers a print option.
Content: Descriptions of programs load in the listings, which makes them rather large and unwieldy. The descriptions can be turned off however. Additional episode information opens in a separate window, though it is fairly sparse. The website offers a host of other television and movie content, including news, photos, blogs, ratings, and an active forum with nearly 5,000 members.
Extras: Zap2It doesn"t offer much in the way of extras, beyond the standard favorites/custom listings.
Conclusion: Zap2It is a service of Tribune Media Services, Inc. and their real business is in licensing content. They power the TV guide page for a number of newspaper websites, and at least one other service in this round up (AOL). But they also offer enough compelling additional content, and active community, to force people to take them seriously as an online TV guide.

However as more people switch to digital services or use PVRs that have built in on-screen guides, I can"t help but wonder if the market for online TV guides is in for a crash. In order for most of these sites to survive, they will need to add additional content beyond listings - like video, news, commentary, community and social features (I"m looking especially at you, Couchville).
Which of these - or other - online TV guide services do you use, and why?
Written by Can Erten and edited by Richard MacManus. This is the second in a 2-part series exploring the world of P2P on the Web. Part 1 was a general introduction to P2P, along with some real-world applications of P2P. Part 2 (this post) discusses future applications.
As we mentioned in Part 1, broadband speeds are ever increasing and so the demand for peer-to-peer networks is also increasing. However many things that could be accomplished by P2P networks are still in development or research. There is huge potential that at least some of the resulting applications will go mainstream, just as Napster did in the late 90"s or Skype in the early part of this century. In Part 2 of our series, we look at some of these potential future applications for P2P on the Internet.
Starting in the late 90"s, a search engine company called Google changed the way we search the internet. Their idea was to index the web and get the top results, using their now famous Page Rank algorithm. However nowadays, indexing the web accurately has become a huge and seemingly impossible job to complete. So P2P search engines could be the next solution - where every node (user) is a crawler itself.
In P2P search (a.k.a. distributed search), each individual connected to the network serves its local index as a source of search. Instead of having a central company and a central server, each participant of the network is a search repository. Since we are talking about web indexing and web searching, a user"s internet cache might be their contribution to the search database. When they execute a query, firstly their local system is queried; than if the results are not satisfactory, the next peer is queried, and so on. The difficulty is the selection of good peers to provide satisfactory results. P2P search may well be a long shot, but one possible solution in this area to check out is the Minerva Project. It is described as follows:
"Each peer is considered autonomous and has its own local search engine with a crawler and a corresponding local index. Peers share their local indexes (or specific fragments of local indexes) by posting meta-information into the P2P network. This meta-information contains compact statistics and quality-of-service information, and effectively forms a global directory. However, this directory is implemented in a completely decentralized and largely self-organizing manner."

The impact of video and audio web sites on the Internet has been very large over the last couple of years - and will only increase. Therefore there has been talk of moving video streaming to P2P networks, to lessen the load on the Internet. A P2P approach for video streaming would be to hold a copy of a file in different parts of the world and serve it from multiple points to users.
The creators and entrepreneurs of Kazaa and Skype, Zennstrom and Friis, are working on such a project - called Joost, a.k.a. the Venice Project. It will be like a TV on demand service, but based on P2P where clients connect to the network and download TV programs. Joost also features social networking aspects - you can rate and discuss TV programs with other people. At the moment Joost does not provide a lot of channels, but the potential is there once more content is added. See also Read/WriteWeb"s earlier review of Joost and other IPTV services.
Many popular web applications have been ported to mobile platforms already. Likewise there is huge potential for P2P mobile applications, at least when wireless network enabled mobile phones become more popular. I think it will follow the same trend as for PC P2P applications - i.e. it will start from instant messaging, followed by file-sharing and IP telephony, then video and other media. Already Skype uses P2P for its VoIP, as we explained in Part 1. Also back in 2001 Swedish software maker Pocit Labs developed a mobile file sharing client called BlueTalk. It enabled file sharing over Bluetooth for up to 54 people - for example to trade files or play networked games.
A more recent example is PeerBox, reviewed earlier this year by ThinkMobile. PeerBox allows you to search and download music, videos and pictures; among other things.

Consumer to Consumer e-commerce is one of the most popular services on the Internet. A centralized trading platform (such as eBay) enables consumers to trade, buy or sell their goods. However in a centralized system, there is always a possibility of a failure - such as the server goes down or is busy. P2P enabled e-commerce can remove the centralized system and so lessen the possibility of failures. However there are many things that have to be implemented for a P2P system for e-commerce to work - it has to be secure, transactional and workflow-based to track different stages of the sales process. It also has to support detailed search, e-commerce advertisements and location awareness of the peers.
One early example perhaps is Tamago, a P2P marketplace that has been reviewed before on Read/WriteWeb.
In this two-part series, we"ve examined different types of P2P systems and their applications - past, present and future. We"ve covered just a few areas (check the comments on our previous post for other exciting applications).
Let us know some of the promising new applications of P2P that you"ve come across, which Read/WriteWeb could perhaps explore in future articles.
Image credit: MFA Design Technology
There is little doubt that RSS is a disruptive, game-changing technology. The so called Really Simple Syndication (previously also called Rich Site Summary and RDF Site Summary), has powered a fundamentally new way to deliver and consume web content. Before RSS, users had to visit individual web sites to find out what was new. Today, news is delivered via RSS directly to web browsers, desktops and aggregators. With RSS, the dynamics of the web changed into an on-demand medium.
RSS usage has since spread beyond simple news delivery. Companies like de.licio.us, Flickr and YouTube added another dimension to RSS - i.e. they made it an integral part of the Social Web (social networking, photos, video, etc). Also Google built Google Base, its Craigslist competitor, entirely on RSS. Other companies too are beginning to extend RSS, sometimes with proprietary extensions.
In short, because of RSS ubiquity it is now a very attractive delivery medium for all kinds of content. However because the basic format is simple and primitive, there is no way to encode semantics without building an extension. So in this post, we look at RSS today and ask if RSS is evolving into a tool for delivering complex, semantically rich information.
RSS is an XML-based language and its early roots can be traced to back to 1995, to Apple Labs and then slightly later to Netscape, Userland Software and Microsoft. The first major use of RSS was in 1999 when it was integrated into the My Netscape portal. So RSS is not a new kid on the block, in fact it was around way before the new Social Web came about. So why did it not take off earlier? It appears to have been misunderstood and de-emphasized by AOL, and was downplayed after the Netscape acquisition.
RSS survived mainly because of one man"s heavy-lifting - Dave Winer. Dave authored RSS 0.91, RSS 0.92 and then the widely used RSS 2.0 specification. Over the years he has drummed the beat of RSS on his blog and every corner of the web, until it got adopted by companies such as Microsoft and Yahoo. [Ed: there were also heated format wars during this time, with RSS 1.0 and then ATOM, but we won"t re-hash those here!]
RSS is rather simple language to describe the latest headlines (or the full content of articles). The following explanation of RSS is based on the RSS 2.0 format, but other formats are similar. Here is a sample of what it looks like:

Each RSS file consists of items delivered in a single channel. Each item has a title, a link and a description (attributes). The on-demand aspect of RSS is enabled by two timestamps - the lastBuildDate in the channel indicates the last time this channel changed, while the pubDate of the item indicates when the item was published. RSS aggregators (a.k.a. RSS readers) take advantage of these timestamps to decide when new content is available.

The old web was a pure pull medium, because users had to visit each web site in order to find out what (if anything) had changed. However, businesses and advertisers in particular love push technologies - where content is delivered to the user when it becomes available. RSS is an interesting mix between the two extremes, neither of which could actually work in our information-overloaded and advertising-saturated world. RSS is basically a filtered push - the user subscribes (pulls in) to channels that he/she likes, and after that content is delivered automatically.
So today RSS is a great distribution medium. Why? Because it has become ubiquitous. If you are an online business with customers and you do not utilize RSS, then you are simply missing out. Smart companies are leveraging blogs, photos, video, podcasts to stay in touch with customers daily. Other services, like del.icio.us (owned by Yahoo), allow users to publish and subscribe to feeds, enabling powerful social networks outside the website.
The ubiquity of RSS is so powerful that publishers want to deliver more and more content to users via RSS. But the problem is that basic RSS cannot be used to deliver structured information.
Lets look at a specific example. Suppose your bank wants to deliver you statements in RSS instead of email. However if you use RSS as it is today, then the bank statements would need to be encoded in HTML - meaning no financial application would be able to manipulate the data. When your Quicken software connects to the bank, the information gets downloaded in a structured format. But with RSS, it is simply not possible currently - because there is no way to describe bank transactions using standard RSS.

At first glance this might not make much sense. Why do we care about RSS having structure? Because structured RSS holds the promise of information portability. Going back to the bank statement example, it would be great if the statement also can be taken as an input by a financial application of your choice. Since we are moving our desktops online - e.g. the trend of Web Office suites - the formats that we used in the Windows age are not going to work well. We need something lighter and more portable to carry our information around - hence XML and RSS.
Note that businesses are probably the most interested party here, because to a business a loss of structure leads to loss of meaning, loss of trail and ultimately the loss of customers.
To extend RSS basically means to add a custom tag. For example, Google Base currently has 148 attributes that it recommends to add to RSS. Here are some examples starting with the letter "a": age, actor, agent, apparel type, artist. These are everyday concepts that might come handy in classifieds and other aspects of life. All of these tags allow Google Base to make RSS structured, whilst preserving its basic capability.
Similarly, FeedBurner inserts proprietary attributes into their RSS feeds. This is done purely for house keeping purposes, because only FeedBurner"s engine is meant to process these attributes.
The main problem with extending RSS is agreeing on what things mean. In the case of FeedBurner it is not critical, but in the case of Google Base it is much more important. In order for RSS extensions to work, the second piece of the old technology dilemma needs to be solved. There needs to be a common format for communicating data between applications:

Purists, myself included, would argue that using RSS for the delivery of complex content is a hack. After all, what does a news format have to do with semantics? But technologies do not evolve in a pure way. Some things catch on and succeed, and become widely adopted. The fact is that RSS is becoming a pervasive on-demand technology, which outweighs the fact that it was never meant to be the semantic agent of the web. But even from a purist"s perspective, there may not be much to pick at - RSS is just another XML-language and in that respect it is as good as any other flavor of XML.
So will RSS become more than it is today? Will it be able to solve the second piece of the old technology industry puzzle - the common format? As usual, only time will tell. However RSS does look like a strong front runner at this point, as we do not have a lot of attractive, simple and widespread alternatives. But again, who knows, technology is not a predictable thing.
Do you think RSS will expand beyond what it is today? What real world things are you are seeing that hint at RSS being used in more ways?
Written by Aydin Senkut, an ex-Google senior manager who is currently an angel investor for his company Felicis Ventures. During Aydin"s 6 years with Google, he managed their international expansion - including launching Google"s first 10 international sites.
Today China boasts over 105 million Internet users, not to mention 350M mobile users (growing by 57 million every year). By 2010, Chinese Internet users will outnumber US Internet users by 25%. Currently, 87% of the Chinese Internet audience uses search. And given Internet search’s dominance of monetization and audience rankings globally, the competition for the top spot in the Chinese search market is pretty intense.
Baidu, Google, Yahoo, Sohu and Sina are battling each other to be the leading provider of search in China. Currently the two largest search players, Baidu and Google, account for almost 90% of the searches (source: CNNIC Search Survey, 2006), per the latest local search market share depicted in the pie chart below.

Chinese Search Market
Though it doesn’t show up in the main search rankings, Tencent - the leading Chinese Instant Messaging (IM) platform with over 220M active users - has been making significant in-roads into this market by licensing Google’s search in 2005.
More than 3 out of every 4 Internet searchers in China use multiple search engines (source: CNNIC Search Survey, 2006). Therein lies one of the more interesting dynamics of this market: Baidu and Google clearly lead the field in all aspects of search, through the variety of searches they offer and the quality of their results. Sohu features more prominently in MP3 and video search, compared to its lagging ranking in web search. Yahoo, on the other hand, has been struggling with its local partnering strategy - as it failed to take advantage of large acquisitions locally, including 3721 and the much publicized Ali Baba. Indeed Yahoo"s brand seems weaker in China compared to Google’s and other local players - as a result of its lack of focus (and differentiation).

Search Type
Even though Google is trailing Baidu in market share, it has made some significant progress in the last 2 years in China. It started to comply with local laws in China by filtering its results (and it’s the only one that informs users when it does so). Google also introduced its first music search - though its results point to music sites and not to downloadable music links, like its competitors.
Google recently managed to outflank Baidu in terms of perceived quality. Recent research by Keynote Systems shows that among 1200 Internet users in China, Google outperformed all other competitors in 11 out of 13 factors measured. Moreover, most participants that ranked Google highest were actually using another search engine as their primary site for search. Google’s excellent scores were not surprising, given that the 3 most important criteria for ranking search engines in users minds were: clean home page design, quality of web search results, and quality of image search results (all of which play strongly to Google’s hand). This trend speaks strongly for Google in terms of catching up to Baidu in the market share.
However, “both Google and Yahoo could still further improve their government relations in China”, quipped Janelle Wu, who was formerly Senior VP at NetEase.
Janelle Wu also mentioned that one of Baidu’s great strategic moves was hiring R&D experts from the US, while recruiting locally for sales talent.
Baidu is currently enjoying virtually double the market share in all types of search over Google. A 2006 Study by CNNIC cites other reasons for Baidu attracting a large user base, including Baidu’s well-liked Bulletin Boards and its responsiveness. Baidu also benefits from its wildly popular MP3 search, which takes users directly to downloadable music. This could be a major headache for Baidu in the future if China decides to tighten its enforcement of IP laws, with respect to illegal music.
Sohu, Sina and Yahoo all draw significant numbers of users to their search sites through their popular free email offerings, but that’s still not enough to help them break into the upper echelon of search - currently occupied by Baidu and Google.
In terms of brand awareness, Baidu once again stands out with 87% - while Google and Yahoo trail with 64% and 39% respectively (source: CNNIC Search Survey, 2006).
Furthermore, more than 50% of Baidu’s users are under 23 years old. Since 80% of people under 24 years old use the Internet in China (source: the CASS China Internet Survey, 2006) compared to a much lower ratio for older age groups, Baidu’s momentum is bound to continue. Maybe it’s for this reason, and lack of further explosive growth opportunity at home, that Baidu decided to launch its first international search in Japan last week.
While Google’s perception has improved considerably among Internet users in China, its refusal to offer its Gmail and Blogger services locally (due to privacy concerns) will probably slow its efforts to boost its user base. However Google continues to invest in the Chinese Internet market, with a minority stake in P2P player Xunlei - which is aimed at the local online video market. This move might have other benefits for Google, as Xunlei doesn’t support Baidu downloads for instance.
Among all the players, the one to watch is Tencent. Given its dominance in IM and success in entering new markets such as casual games, mobile chat and virtual goods - it has the strengths to make a decent entry into the Chinese search market.
The Chinese search market is bound to hold a few surprises in the next year or two, as most Chinese Internet users claim that factors such as duplication of results, freshness and quality of the way results are ranked, could use further improvement.
Speaking of improvement, Google apparently needs to pay more attention to the quality of its image search, as it returns virtually no images for the Chinese name of former president Deng Xiaoping. Baidu, on the other hand, could be leveraging its new Japanese office to offer a better service to its users searching for adult terms like “sex”. Baidu apparently returns only 3 results for “sex” in its Chinese site, whereas its new Japanese site returns 107,000 images for the same search term.
A new report from CSC proposes a new course for Enterprise IT - abandon the notion of creating the perfect intranet and instead live on the web.
In May of 2003 Nicholas Carr put forth the argument that IT Doesn"t Matter. In case there was any lingering doubt about Mr. Carr"s views of Information Technology departments in the workplace, The End of Corporate Computing appeared in the Spring of 2005. While the essays have come and gone, one thing that actually has remained is corporate IT departments. Indeed, walk into any company today and IT"s relevance is abundantly clear in myriad forms and options: desktops, laptops, cellphones, mobile devices, WiFi, terrabytes of storage, etc. The question isn"t whether IT will go away, but rather, given all these choices and complexity, what will IT become? Doug Neal of Computer Science Corporation, in collaboration with a Consumerization Working Group comprised of Fortune 500 industry veterans, has been studying this issue for several years and was kind enough to share his research with Read/WriteWeb. Their report, entitled Harnessing Web 2.0: Enterprise Strategies for Living on the Web, proposes that IT embrace the development of the internet, trust your employees, educate them on tools and live on the web.
Whether confronted by barbarian hordes in the hinterland or by malicious hackers on the internet, the response is the same: build a castle. If you"ve ever had the good fortune to travel, you"ve probably seen a few - they"re usually in beautiful places and often make a great photo opportunity. If you"ve ever managed to get by security and visit the data centers of Fortune 500 companies, you"ve seen the modern day equivalent. They"re usually not as pretty nor as good for a photo op, but they do share one thing in common: the surrounding population has far exceeded the castle"s protective walls. These days a castle is a quaint anachronism to modern security. And the corporate data center? The CSC report answers this question by asking the following four:
In 2005 Ray Kurzweil"s The Singularity is Near hypothesized that technology is growing at an exponential rate. Even more important, or unfortunate, is that human beings (according to Kurzweil) are very poor at extrapolation and unable to handle rapidly increasing complexity. Which leads me to believe that Ray didn"t have kids. My 16 month old daughter has observed my time in front of the computer and has no compunction about manipulating the mouse or pounding the keyboard. But toddlers aren"t the ones running multi-million dollar technology centers (yet!) and the point is well taken that the increasing rate of change is difficult for IT professionals who have finally managed to build reliable systems with yesterday"s tools. It"s only natural one would like to tend to the system that works rather than reinventing things again. But the truth is, what IT currently has is the aforementioned castle - built on keeping everything inside.
As the report makes clear, this is obviously not a long term solution. Just as manufacturing began assembling commoditized parts, the technology needed to run and scale a business will be solved better and cheaper by external producers rather than internal workers. For example, the study lists Adobe"s Rich Internet Application initiatives and Amazon web services as two prominent advancements that corporate IT would be well advised to look at and consider using. (ReadWriteWeb has been covering Adobe"s and Amazon"s visionary technology as well).
In fact, all of the players one would expect are mentioned in this study, all making a bid for the next generation of enterprise needs: Google for collaboration, Microsoft and Intel for virtualization, Salesforce.com for an on-demand model, etc. More importantly, as each of these vendors are offering solutions that commoditize traditional IT roles, corporate users - and management - are encouraging IT to implement and use best-of-breed instead of prevent and use what kind of/sort of works.
Just as the original PC revolution forced the creation of IT, the next generation of web technology is forcing IT to make a choice: vainly reinforce the castle again or open the gates and let information flow with enlightened users. I would recommend purchasing the report for details on exactly how this is being accomplished. What I can divulge from this report is an illuminating example of what one well-known corporation is doing today.
"Living on the Web" is a fascinating study - not so much by recognizing trends and needs of the internet and business, but because it comes from a group of big business thinkers dedicated to big business issues. What makes it powerful is actual examples of big business changing - in this case British Petroleum. When BP set about improving IT performance, they evaluated better ways to use public infrastructure and commodity computing, but more importantly they evaluated their employees knowledge and responsibility in the workplace and re-evaluated what IT"s role should be.

Graphic from Harnessing Web 2.0: Enterprise Strategies for Living on the Web
Instead of IT edicts, employees were given the responsibility - including a budget - to build and configure their computing needs. Instead of issuing rules, BP began issuing a Computer Driver"s License. A BP employee was given an increased role in managing and protecting their desktop environment, from keeping anti-virus software current to being responsible for licensing practices. In turn, IT was able to reduce its overhead and turn on the internet full time instead of maintaining an intranet/internet duality.
Not that this has been simple. As the reports states:
Although the idea of "Living on the Web" has gained considerable support within BP, especially among business executives, there are still instances where IT’s first reaction is to control, not support or teach the users. It is a reflexive reaction born of years running IT that way. When he sees examples of this attitude in meetings, Jim Ginsburgh, VP of Enterprise Architecture, says, "We trust these people with multimillion-dollar drilling platforms. Why won’t we trust them with a PC?"
The implications are profound. Instead of spending the bulk of their time monitoring and enforcing user behavior, IT can distribute the work and manage complexity by allowing users more autonomy - by trusting them. This lets IT focus on more pressing corporate, bottom-line needs like the best computing power for the cheapest cost. More importantly, it puts IT in a supportive role as employees leave the intranet castle and manage their own way in the internet world.
Will IT go away? Not as long as there are computers on your desk, on your lap or in your ear. Will IT"s role begin changing in the very near future? The Consumerization Working Group, the Leading Edge Forum and Doug Neal certainly think so.
This week Optaros released a free survey report entitled "How Will Enterprises Deliver Next Generation Internet Applications?". Over 400 senior decision makers responded to the survey, which looked at how enterprises will deliver the next-generation of Internet applications. A little background on Optaros: it describes itself as "an assembler of Next Generation Internet applications (NGI) leveraging open source components". So bear that in mind when reading the report (particularly with the custom development findings, mentioned below).
Key findings of the survey include:
Note that the survey results point to custom development as being a strong trend. However this appears to contradict the recent Forrester reports about Enterprise and web 2.0, which we covered on Read/WriteWeb. Forrester"s analysis concluded that CIOs have a strong desire to purchase web 2.0 products "as a suite, as well as an equally strong desire to purchase these technologies from large, incumbent software vendors." Large incumbent software vendors tend to provide off-the-shelf products and Forrester"s research indicated this is the case with web 2.0 software too. However Optaros may be right that custom development is still a strong trend within enterprises. Back in the day when I was a Web Manager for enterprises, there was a good mix of off-the-shelf and custom development. I don"t think custom dev was as high as 80% though, as the Optaros results indicate. I"d be interested in readers thoughts on this...

Custom Built vs Off-the-shelf software
I do like Optaros" finding that "customers now expect a two-way conversation with companies" - 60% of enterprises are aware of this, but only 19% of current online apps in the enterprise achieve it. This sounds about right and shows there is still a lot of potential for software vendors to add "two-way web" functionality to their offerings. This could include blogging, wikis, sharing and collaboration features in office products, etc.

This chart represents % of respondants who invested in the above areas (social networking, etc)
Written by Bilal Hameed from the Startup Meme blog
This week we"ve seen evidence of a new trend in the Web, which I"ve termed "The Sidebar Syndrome". Before I analyze the effects of this trend, let"s first take a look at the services that may ultimately become flag bearers of the Sidebar era.
Google Talk "IM in the Sidebar"
Google Talk was originally launched as a desktop client, but it can now be integrated into your browser sidebar. This is certainly a great feature and will allow users to stay in touch with friends, without the need to periodically click on the taskbar.

Mozilla "Social Network in the Sidebar"
Mozilla recently announced Project Coop, which is a social network service for your browser sidebar. The product allows users to "subscribe" to friends in the browser. It also features avatars displayed in the sidebar. Adding friends will enable you to share a wide range of the Web"s exciting content with friends, including Flickr photo feeds, del.icio.us tag feeds, MySpace profiles, Youtube Favorites and more. Sharing content is a breeze, all you need to do is drag it from the webpage and drop it on an avatar in the sidebar.

del.icio.us "Social Bookmarking in the Sidebar"
With the launch of its latest add-on, del.icio.us has joined the war to capture the user"s sidebar. This new add-on allows users to see tags and bookmarks in the sidebar. Users can also search and modify bookmarks easily.

These three services are just the tip of what is about to come. Other companies will roll out browser sidebar add-ons for their services in a rush. But there is an irony to it, which is that users can only have one sidebar! So either a person will put an IM client in their sidebar, or a social network. A user certainly cannot have both, because that will turn their browser into a startup page. This limitation will hinder the use of the sidebar as a tactic to acquire users and eyeballs.
Nevertheless sidebars will turn into a battlefield, because it is such a prime spot for online services to capture. The big players will likely enter into partnerships with browser vendors to have their sidebars ship with the browser itself, just like the tool bars of today. So stay tuned for the "Google Sidebar", which will have multiple Google services shipping with Firefox.
Indeed note that Google already has a partnership with Mozilla to have its toolbar ship with the browser, in return for a share of ad revenue that Google generates from searches made from the toolbar. The annual revenues that Mozilla reaped from this partnership amounted to $28 million in 2005. So the sidebar is likely to be just as attractive to Google and others.

About a week ago, the hot topic online was NBC Universal and News Corp launching a joint-venture to provide "the largest Internet video distribution network ever assembled." The joint-venture is still months away from being finalized - and from reading TechCrunch"s notes of the conference call, it is obvious a lot of details still need to be worked out.
However, there are currently hundreds of sites that allow you to upload a video and share it with others. While partnerships like NBC Universal/NewsCorp demonstrate that offline video content will be coming online, how those videos are organized and delivered to end-users still is an open question. I believe a new set of companies serving as "hyperaggregators" will emerge to fill that role.
For the purpose of this post, I"m focuing on the lightweight web services that empower users to select videos from the hundreds of video sharing web services and point to them for distribution. Om Malik coined the term "hyperaggregators" to describe this approach on the web in February"s Business 2.0:
"This is one of the hot opportunities in new new media: hyperaggregation. If aggregation is what we"ve seen so far on YouTube and Flickr, hyperaggregation is aggregating the aggregators. The way of the Web is to go meta - a website is born and covers politics, then another, and another, and that leads inexorably to ... a blog that covers all the websites that tackle politics."
I agree with Om"s characterization of hyperaggregation. So for the remainder of this post, I"d like to highlight some web services that are trying to achieve this in the online video industry.
I"ll start with the set of services that I believe offers the most compelling approach for online video hyperaggregation. At a high-level, this approach involves users:
1. Selecting videos they find interesting as they surf around the web;2. Categorizing these videos and adding additional meta-information about the videos;
3. Syndicating the videos they have selected to their "audience".
There are three start-ups I"m aware of who are focused on this general approach: Vod:Pod, Magnify, and Dabble.
Both Vod:Pod and Dabble have a bookmarklet to automate the process of selecting videos. For example, when clicked Vod:Pod"s bookmarklet opens a pop-up window:
Each of the 3 services allows you to add basically the same type of meta-information to videos - e.g. tags, comments, and some type of rating system.
Each of the three services allows users to share the videos they"ve selected and categorized. However, Vod:Pod and Magnify seem to be focused more on doing this via widgets for your blog or social network. Dabble is focused on letting you share your videos via RSS feeds.
Each of the three services mentioned above has unique features that I found compelling.
Vod:Pod
Vod:Pod"s interface is set up like an RSS Reader. This ends up feeling very intuitive (assuming you"ve used a feed reader) and provides a great interface to explore other users video feeds.
Magnify
Magnify seems to be the only one with options for monetizing your channel. See the screenshot below:
Dabble
The most unique and helpful feature in Dabble is the ability to export playlists as RSS feeds. As Alex Iskold recently observed, RSS is becoming a "very attractive delivery medium for all kinds of content" and this certainly includes the medium of online videos.
At a high-level there are two other approaches a web service could take, which arguably could be described as hyperaggregatin - in the sense that they allow users to select videos from across the web. These approaches are:
However I would argue that while both have worked great for aggregating and delivering text content, they aren"t going to be as effective for video content. Allow me to explain further...
Search Based
Two months ago another R/WW author, Emre Sokullu, wrote an excellent overview of the entire online video industry. In the post he pointed to seven search engines that help users discover videos. In my own experiments, Google Video Search only turned up videos from Google Video and YouTube, but the others seem to be aggregating content from across a variety of different services.
While search certainly has proven effective for discovering text content, there are significant technical challenges to video search. InformationWeek recently provided a good article that highlights some of these challenges. In addition to the technical challenges, many leaders in the online video space question whether searching for online videos is even going to be a desired use case. Aaron Goldman wrote an interesting post exploring this recently in MediaPost"s Insider.
Popularity Based
Social News sites have emerged as a great way to aggregate news and blog content from across the web. One of the market leaders, Digg, now provides the same functionality for videos. If this becomes popular enough, I"m sure other social news sites will release competing offerings. However, I don"t think it will be as easy to categorize online video content as it has been to categorize areas that social news sites have done well with - e.g. tech and political news.
Last year"s YouTube acquisition by Google and the recent NBC Universal/News Corp partnership, show how serious the online media giants are about video. While those leaders certainly have a big advantage in the size of their audiences today, the three start-ups reviewed above all have a unique opportunity to co-op the bigcos as partners. So Vod:Pod, Magnify and Dabble may yet emerge as valuable companies in their own right.
Have I left out any web services for hyperaggregation? If so, please note them in the comments. Also tell us what you think of Vod:Pod, Magnify, and Dabble.
Today Salesforce.com announced a new product called Salesforce ContentExchange, a content management product for unstructured data such as email and html. They also publicly announced the acquisition of Koral, a web 2.0 content collaboration platform that was at DEMO07 earlier this year (see Zoli Erdos" review). Koral is a key enabling technology for Salesforce ContentExchange. The new product means that Salesforce.com now manages all types of content in a company - both structured information (e.g. CRM data like contacts and sales information) and unstructured information (office documents, HTML, video/audio files and email, etc). Marc Benioff, chairman and CEO of salesforce.com, calls this “another step towards our vision of managing all information on demand”.
Also announced today was Apex Content – which allows enterprise users to create web services for unstructured data (as well as structured data).
Today I spoke to Bruce Francis (Vice President of Corporate Strategy) and Mark Suster (ex Koral CEO who is now in charge of Salesforce ContentExchange) about the news.

Salesforce is touting Salesforce ContentExchange as their "next killer application", saying that it brings web 2.0 to unstructured information and document management. The external vision for salesforce.com for sometime has been "the end of software" - specifically in regards to their CRM suite. However Bruce said their internal vision of late has been "to help our customers manage and share all their business information on-demand" - meaning unstructured data, which he said is the majority of corporate info. This includes email, video and any data that hasn"t been organized.
Bruce said there has been a lot of customer frustration about unstructured data - i.e. users can"t get to the content they need. He said that shared content management systems - specifically noting Microsoft Sharepoint and Documentum - are no good at managing unstructured data. More to the point perhaps, salesforce"s position is that MS Sharepoint and Documentum aren"t taking advantage of web 2.0 technologies; which is what salesforce is trying to do with this new product.
Salesforce.com wanted to solve the problem of unstructured data in the enterprise. And so they looked to the "consumer web" for inspiration - e.g. on Amazon you can get info from the community (ratings and recommendations); on Flickr you can get the image you want, due to community tagging (instead of a centralized librarian); and you have subscriptions (RSS) for getting niche info from blogs or subscribing to a cool band on YouTube.
The umbrella concept to all this is a familiar one to readers of this blog - the power of participation, a.k.a. wisdom of crowds. Bruce and Mark told me that salesforce.com essentially asked itself: why can"t enterprises take advantage of the wisdom of the corporate crowd?
Another factor for salesforce.com was their desire to "take salesforce into every corner of the enterprise". I guess this is a challenge to the likes of Microsoft and Google, both of which now stretch their tentacles across all of the enterprise.
Mark Suster (ex Koral CEO) took me through some of the main features of Salesforce ContentExchange. Here are the highlights, using screenshots.

You can subscribe to pieces of content by rolling your mouse over the subscribe icon (which turns orange). Also note the tags - i.e. using web 2.0 folksonomy (emergent classification), rather than the taxonomy used by MS Sharepoint and Documentum.

Users can comment on documents, and rate it via thumbs up/down.

Document creators can view who has subscribed to their documents.

Search - but note that search is only part of the solution. It is search coupled with tagging, ratings & recommendations, etc. They also have "filtered search", like Kayak.

Salesforce dropbox - much like Flickr"s Uploadr tool.

When uploading documents, users can tag documents - including via suggested tags.
This is an interesting product from salesforce.com - and I agree that managing unstructured data is a big issue that enterprises want to solve. I said to Bruce and Mark that it seems essentially like a Knowledge Management system; and Mark said that yes, it is about managing content that is on peoples desktops. But also there are some nice Web touches - e.g. with a Word document, the system enables you to easily compare the desktop version to the web/server version.
I asked whether web-based word processing services - like Google Docs & Spreadsheets and Zoho Docs - will also be catered to. Mark said that ContentExchange will interface with them, as well as wikis, in future. Those things are about content creation, whereas ContentExchange is about managing content.
Finally I mentioned intranets - and how ContentExchange will integrate or complement them. Mark quoted me a stat from Forrester that only 44% of people can find what they want on a corporate intranet, whereas 87% can find what they want on the Internet. So ContentExchange will help raise that 44% figure, says Mark.

What do you think the above image (which I drew) represents? It"s YOU -- as a slave of the popular internet culture and as a participant in the massive user-generated social web. Allow me to describe what all these fancy colors and lines represent:
When you add up all of these things, it is you - the public and private you on the Web. What"s more, there seems to be a trend happening. I call it OpenYou and it signifies that people are getting more and more open on the internet.
Let"s take a look at how today"s popular web sites participate in this social puzzle - what are the sum of the elements that constitute the social web, and are they contributing to a more open you?
Blue Dashed Line - Twitter
Twitter is the new kid on the block, created by the people who developed Blogger.com. Twitter is a simple idea - it"s a way of broadcasting what you are doing to your network. This is exactly what our blue dashed line represents. The aggregation of what you do gives a great insight about your personality. Also, we often wonder what our friends are up to - it"s usually the first thing we ask when we call someone (what are you doing?). Twitter has been a big hit, by satisfying this basic social need.

Red Cloudy Thing - Blogs, Flickr, del.icio.us
With blogs, you share your thoughts and ideas. It"s a great form of self-expression. Photos and links give important information about you too. They constitute your memories; where you were, what you were doing, what you were interested in, what you were thinking of. But as you can see, all these questions are asked in the past tense - because the actuality of these are low. And that"s the thing that differentiates this from Twitter and the blue dashed line. Sites like Flickr, del.icio.us, Blogger, Wordpress, Typepad are the main constituents of this space.
Green Arrows - Social Networking
Social networking is actually more about communication than self-expression. Because unlike the previous examples, with social networking the purpose is interaction, finding new friends and showing yourself to others. That"s why we define social networking with green arrows - it"s our direct communication with the outside world. MySpace, Bebo, Facebook are the best known examples of this.
Black Inner Circle - Nothing!
Do you think you"ve taken everything online? No, there is one thing left, a black inner circle - the deepest side of you, your most intimate feelings, your fears, your secrets, your obsessions. This part is the thing that you always hide from others, even from your family maybe; that"s why it sounds like a bad idea to share this too.
Last December, I tried to explore this idea by myself with a Wikipedia-like open source (with database also) project, OpenHuman. After it got Slashdotted, I got over 1200 members - not so bad. And some of them really went so deep that they put their naked picture online. But after some time, the site lost its activity - and the extreme profiles started to drop too.
Conclusion
The inevitable reality is that we get more and more open each day. The limit? Perhaps the black inner circle, perhaps nothing... Perhaps we will completely give up our privacy - and for example we can get all the information about someone online before meeting them in person. We may have "Human search engines", which make everyone easily trackable.
There is a saying that information is power. Some may argue that by opening up yourself, you lose some of your power - that your weaknesses become apparent. Personally I believe in not hiding any information, personal or otherwise. What"s your position on this?
Martha Stewart"s company today officially unveiled the latest version of its marthastewart.com website. They are positioning it as "the most authoritative lifestyle destination on the Internet" and it"s aiming for a market of an estimated 102 million women online. I was immediately curious to look at the new site, because back in July 2005 I did a comparative analysis of marthastewart.com for a consulting client at the time. My conclusion in July 2005 was that marthastewart.com wasn"t a lifestyle website to emulate. My exact words in the report were: "The Martha Stewart site has a very strong offline brand, but the inconsistent navigation and design of the website produces a disappointing online experience."
Back in 2005, marthastewart.com had few community features - what it did have was in the form of bulletin boards and a Q&A called "Ask Martha". But it hadn"t yet caught onto the web 2.0 craze. Mind you, few mainstream websites had at that stage. There was also no video or other media on the site in 2005. When it came down to it though, the real problem of the marthastewart.com site circa 2005 was inconsistent navigation and design - no-no"s in any era of the Web.
So what"s changed in 2007? Well I"m happy to say that marthastewart.com has finally fixed up its navigation and design - everything is now consistent, colorful and easy to navigate. Specifically, visitors can now more easily browse marthastewart.com by lifestyle interest (gardening, health, entertaining, etc); as well as search and browse by media property.

What"s of most interest is what web 2.0 features the site has added. Given that many mainstream websites are now incorporating web 2.0 features, it"s almost becoming a necessity these days. The main 2.0 additions are:
- Much more video; the site now boasts over 700 videos featuring cooking and how-to clips, plus daily episodes of the Martha Stewart Show on a one-day delay along with coverage from her other TV/radio shows. There is also going to be "original video content in development" (I presume made for Web);
- a blog called Bluelines written by the editors of the company’s newest magazine, Blueprint;
- general community features such as recipe swap functionality and message boards. Plus this fall, a raft of new community and personalization features will be unveiled, "enabling users to save, share, rate, review and collect content from the site, as well as interact with each other through interest groups dedicated to specific lifestyle passions and concerns."
- a new online game: "Visitors also have the opportunity to share their own “Martha” moment and become a part of the Martha Stewart online community by creating a fun and inventive story through the So Martha game at SoMartha.com."
The marthastewart.com site aims to continue to evolve this year, with additional releases to "increase personalization and community features; launch advertising microsites; and spotlight original video and image galleries."
All in all, it"s certainly a good sign that mainstream websites are incorporating all of the community, personalization and multimedia features that Read/WriteWeb has been writing about for the past 4 years or so. It"s no longer just geeky or youth sites implementing these features. This is of course a healthy trend and one we"ll continue to track.

2007 Martha Stewart website

2005 Martha Stewart website
We learned the fundamental law of Supply and Demand in Economics 101. The textbooks explain that shifts in demand cause corresponding changes in supply. No matter what the changes are, the point where the curves intersect sets the price of the good or a service. This law provides a powerful explanation for how markets come to equilibrium.
But this law makes important assumptions which are often overlooked - that supply and demand are treated as flexible and having unlimited quantities. In the real world this is simply not the case, because of the laws of physics. However the Internet, because it does not have geographical restrictions, changes the rules once again. So in this post, we look at some different types of supply / demand scenarios. Our conclusion (sorry to ruin the ending) is that Google is the ultimate money making machine on the Internet. Now let"s find out why...

A classic example in the physical world, and perhaps the earliest example of urban business, is the mom and pop grocery store. Since Mom and Pop are mere mortals, their daily output is fixed. This simply means there is a physical limitation on how many customers they can serve. Hence, the supply is limited. Also, because it is a physical store, there are only so many people who can come to it - regardless of how good their stock is. Geographical locality implies limited demand. All of these physical limitations are bad news for mom and pop. No matter how hard they work, their revenues will peak and max out after they get to maximum efficiency at what they do.
Large corporations like Starbucks solve this problem by breaking away from one store and expanding into various geographies. This allows them to tap into economies of scale, where they are able to produce additional units of output at a lower cost - typically because of technology and know-how. Historically, geographical expansions are done by Franchising - the creation of independently operated units that obtain supply from the parent company, as well as maintain brand and comply with regulations. Curiously Starbucks is not a technically franchise, so it is perhaps the exception that proves the rule. In any case, a smartly operated franchise has the chance to leverage geographical expansion to generate exponential growth in revenue.

Surely the laws of physics apply to the online world? After all we use electricity to channel bits around and to power our computers. For example Amazon servers take up physical space. And finally, our brains consume real calories to generate all of the source code and HTML on this planet. Yet, the Internet is far from being bound by the laws of physics in the same way that the real world is. This is because there is almost no friction. At least, we do not perceive any friction when we drag and drop widgets or type our blog entries. Two facts: software is "soft" and the Internet has no geographical boundaries. So this results in a completely different business scale and dynamics.
To understand this, let"s start again with an example of a bounded online business. Case in point - a niche blog such as Read/WriteWeb. Again, as in the real world, the supply is limited. Our writers work around the clock to bring you fresh analysis posts about web technology, but the number of posts per day is limited - to say no more than ten. There is also a "limited" amount of people that come to Read/WriteWeb. Now we are very successful blog and have a daily audience of over 80,000 readers, which is a large number, but still it is limited.
Finally, any blog has a maximum revenue that it can generate - dictated by the traffic and amount of advertising that it can present. So in terms of limitations on supply and demand, blogs are similar to mom and pop shops. But there is a key difference: scale. What local store would be able to serve 80,000 customers daily?
The difference in scale becomes more obvious when we compare Amazon to Barnes and Noble. Amazon started with just books, but after building the brand it expanded into many other categories - eventually surpassing Barnes and Noble. Amazon"s revenue curve has a slope that is far greater than the slope of Barnes and Noble. The key difference: no geographical constraints in the physical sense.

Amazon (red) vs B&N (blue)
Despite Amazon"s success, the very nature of its business model limits its potential revenue - because it is a web site. A web site is an online geography. Granted, it is not hard to find Amazon, but that is different from saying Amazon follows you everywhere when you are online. Amazon does not, but Google does!
In addition to being one of the top three online destinations, Google - through its text ads strategy - has managed to weave itself into the very fabric of the Web. In doing this, the company freed itself from even Internet geography and became ubiquitous. By empowering companies and individuals to publish Google ads on their sites, Google solved the unlimited supply and demand problem in one fell swoop.
So how does Google compare to Starbucks, which is a very good money making machine in the real world? The key differences between Google and Starbucks are:
These differences make Google by far the more attractive business, compared to Starbucks. To put it simply, Google has almost no friction.

Google (red) vs Starbucks (blue)
So one can"t help but wonder: what model could possibly beat Google?
We are not talking about a better search engine; we are looking instead for a better, less costly and more efficient business model. At the moment, it is difficult to imagine what could possibly beat billions of links meeting millions of eyeballs daily.
However, human history is the history of progress and innovation. In the seventies it was difficult to imagine what comes after IBM and in the nineties it seemed that Microsoft was unshakable. So there has to be the next leap after Google. At the very least, making Google"s model work in the mobile world would increase revenue, by hitting more eyeballs with ads more often. Google is, of course, already working on just that.
But beyond wireless, and in the decade to come, will there be a better business model than Google"s current Internet model? Let us know in the comments what you think is going to be the next big business break through.
In a timely follow-up to Alex Iskold"s thought-provoking piece on Google being The Ultimate Money Making Machine, Hitwise has released stats today that reinforce Google"s dominance in the search engine market - at least in the USA, the leading market still. Hitwise says that Google accounted for 64 percent of all US searches in the four weeks ending March 31, 2007. Their main competitors were far behind: Yahoo! Search got 22%, MSN Search 9% and Ask.com 3%. The remaining 48 search engines in the Hitwise Search Engine Analysis Tool accounted for 5 percent of U.S. searches. Note to Hitwise: check out Charles Knight"s Top 100 Alt Search Engine list for a further 48 search engines (4 + 48 + 48) to add to your list ;-)
Here are the charts from Hitwise, with a bit of commentary below each...

This chart clearly shows Google is continuing to grow it"s search market lead - up from 58% this time last year to 64% this year. MSN is the main loser in this, dropping from 13% to 9% over the past year. It"s not impossible to think that Google may end up with an Internet Explorer-like dominance in search within a couple of years.

Hitwise notes in its press release that "search engines continue to be the primary way Internet users navigate to key industry categories." We"ve noted on Read/WriteWeb a number of times that vertical search is one area in which Google could be successfully challenged. However, Hitwise"s data says that Google has in fact increased its share of vertical search traffic - by 20%+ in 4 cases (see last column in above table). What"s going on here? Clearly there are many impressive best of breed vertical search engines - e.g. TheFind.com, a shopping search engine that R/WW author Sramana Mitra gave very high marks to this week. Yet they don"t seem to be stopping the Google juggernaught in vertical search categories. Personally I"d like to see more data though, on the growth (or otherwise) of vertical SE like TheFind, Kayak in travel, Retrevo in electronics, etc.
WetPaint, a popular hosted Wiki solution, announced this week that they are to provide person-to-person and private messaging between users of their Wiki network. This means that Wetpaint Wiki users can now send single or multi-person private messages, to connect and collaborate with others about their interests. On reading this news, it got me thinking about Wikis - or more to the point, who is using them and for what purpose. Firstly, I"ll briefly describe wikis and then we"ll explore the range of wiki products in the market right now.
A Wiki can be described as a website that allows visitors to add, remove, edit and change its content. The invention of the Wiki is credited to a guy called Ward Cunningham, who in 1994 developed a site called WikiWikiWeb. It was/is a place to collect information on people, projects and patterns in software development.
The most successful Wiki to date is the all encompassing, encyclopedic mammoth that is Wikipedia. We all know it, most of us love it (some of us don"t) - but the fact remains it is one of the most visited destinations on the web. I did some looking around for other big Wikis and have come up with a few examples:
Wiki Travel is a project "to create an open content, complete, up-to-date, and reliable world-wide travel guide". I looked up my home town in Ireland and found very up to date information on all that the town had to offer. If you are about to travel somewhere, it"s worth dropping in on this site first.
CookBookWiki is a cooking wiki with over 30,000 recipes and cooking related articles. Their mission is to document every culinary tradition of the world.
Memory Alpha is a wiki that gathers information on the fictional universe of Star Trek! The shear volume of Star Trek related information on this site is unfathomable. The English version of the site has over 24,000 articles - with a lot of those available in 13 different languages. If I was a Star Trek fan, I would think it was pretty damn cool.
A good source of what other Wikis there are out there, can be found at WikiIndex - which is essentially a Wiki about Wikis!

The weird and wonderful Wiki of Memory Alpha
Ok so up to now we have seen some examples of Wikis in use in the real world, but what benefit can a Wiki be to you as an individual or a company? Many wikis in use today are private and outside of the public eye. More and more companies are using a Wiki as collaborative software. They are a great way to maintain internal documentation; all of your staff can contribute and edit documents as need be. A Wiki could even be used to replace large chunks of your otherwise static intranet.
For example, in the company where I work we have discussed using a Wiki to build up a collection of support documentation for the software we build. At the moment we just have a pile of static articles that are updated from time to time by a handful of people in the company. If we were to use a Wiki, anyone in our office could easily edit these articles regularly and therefore keep a far more up to date store of information.
On an individual level, WetPaint (for example) is used by people to build Wikis on just everything. Current examples include wikis on smart phones, dogs, Celtic FC, Q phones, book lists, XBox 360, cancer, and Lost. So if you have got something you are passionate about and want to build up a publicly accessible and editable resource, then WetPaint just might be the solution for you.
Ok so you want to build a Wiki, where do you go? Well you have 2 options: you can get a hold of some Wiki software and host it yourself, or you can use one of the many hosted solutions out there. Here are a few examples of each:
PB Wiki by most accounts seem to be the biggest consumer wiki farm currently in operation. They have a feature packed system for you to use for free.
Wik.is is another popular free hosted solution. They have some great ideas on their front page for what you can use your free wiki for, so if your looking for inspiration...
WetPaint is a free hosted wiki solution that is ad supported. It targets non-technical internet users who want to collaborate online.
JotSpot is worth a mention. It was bought by Google last November and has been closed to new users ever since. However seeing as it"s Google"s entry to the world of Wikis, it is probably one to watch for the future.
Central Desktop"s primary focus is building simple tools for small teams and workgroups. With plenty of features and packages starting from $25/month, it looks like a good option if you just want to see what a wiki can offer your company - without having to invest too much money or resources.
MediaWiki is the mother of them all. Why? Well for a start it"s free, and secondly it powers Wikipedia - so you can"t get more of a thumbs up than that.
Bit Weaver is an open source content management system based upon TikiWiki. The base installation is bare, with nothing more than a theme switcher and user management system. Additional functionality is added by add-on packages.
SocialText is an enterprise wiki and weblog. It is available as a hosted service or a hardware appliance. Pricing is a bit sketchy on their website. When you go to the pricing page they just have a link saying "Contact Our Sales Team For Pricing". When you see that, you know its going to be dear ;-)
Atlassian is a probably the leading wiki provider for enterprises, in terms of its sales. It also has a new product called Confluence Hosted, so it has both software and hosted versions. [Note: Atlassian is a recent R/WW sponsor]
I have no doubt missed loads of great services and sites to power your future Wiki, so for more information on options for building one, check out the Wiki Matrix. They offer a free online comparison tool that details over 100 different wiki solutions.
The future looks bright for the Wiki. As more advanced Wiki solutions are built, they are becoming more and more blurred from the original Wiki DNA. They are evolving.
In some ways, social networks are Wikis - where anyone can edit their own section of content. Indeed the Internet as a whole is one big Wiki, with various restrictions. Then again, a Wiki is like small version of the Internet when you control the content.
Overall, if you want a place for people (staff, fellow enthusiasts, etc) to share, collect and maintain data relating to a topic - then a Wiki might just save you a lot of hassle.
中国将交通银行划入大型国有银行之列,此举可能使汇丰大举增持交行股权的希望破灭。但长期的问题在于:外资银行要多久才能见到合资企业赢利?何时才能获准对中国银行拥有适当的管理控制权?
Reports from Forrester and The Leading Edge Forum serve as bookends portending either to a bubble bursting, or the next golden era. Who"s right? We will find out, but technology will have little to do with deciding the winner.
Two reports have been released by major big business think tanks in the last two weeks which serve as bookends to a growing debate over the future of enterprise IT and, by implication, Web 2.0. On one side is Forrester Research and their contention that CIOs will spurn Web 2.0 startups and let the likes of Microsoft, Oracle and Google provide their "best of breed" solutions. On the other side is The Leading Edge Forum and their multi-year study advising the enterprise to abandon intranets, live on the web and let IT and users cooperate in generating "best of breed" solutions. It"s hard to imagine both sides can be right. Like most indicators of the future, personal philosophy and position play a large part in interpreting the data. If you are a CIO, which do you find more appealing? Conversely, if you are a user, is your answer the same?
How important is corporate adoption of technology in selecting the rewards and spoils for the technology winners? It provides the framing and context for the mass-market to evaluate technology. How important is framing and context? Everything. The Washington Post recently performed an intriguing experiment (free registration required) on just this question. What happens when you take one of the world"s greatest classical violinists and have him play in the subway? If he opens his violin case for donations, much like Web 2.0 companies putting a shingle on the Internet, how much can he expect to bring in from the busy populace based purely on his brilliance? Read the article for the answer, but let"s just say it"s the difference between a world renowned virtuoso and a local artist; a Windows PC and a MacIntosh; an Intel and an AMD; a RIM and a Palm; a Lion and a Cheetah.
What is the current role of IT? A quick Google search gives us a few options:
The list goes on of course. Picking out recurring themes, we see IT defined as the "engine" driving a corporations technological advantage, the means to automate repetitive functions and even the key to an organization"s profitability and productivity.
I think everyone would agree with these definitions as the genesis of IT, but what we see today reminds me a lot of Cheetahs. Yes, the fastest mammals on earth. If a corporation needs to attack millions of database records and view the results in a nice report, they can often do so in record time - certainly compared to their corporate forefathers. Most corporate IT departments today are well suited to catching and devouring modern information problems. So much so that among all Fortune 500 IT departments, it may be difficult to tell if anyone enjoys an advantage or not. Uniformity has brought the great ability to move in a single direction at high speed.
But what if the game changes? Not just a permutation of current problems, but an evolutionary lurch of every business problem. How strong is a corporate IT group when today"s viable solution providers have been whittled to a mere handful of well-known names. It"s a situation not unlike the Cheetah"s genetic stock: its very survival is threatened by the lack of variability. For instance, what if the next generation of business winners are selected by their ability to enhance communication - not just within the confines of business firewalls among colleagues, but outside the firewall with anybody that can provide an advantage? Furthermore, such choices in communication are highly individual. How will this square with IT departments that are trying to centralize every and all technology.
Every generation there"s a company that CIOs can purchase from which is considered "safe" - perhaps because it"s the best solution; certainly because everybody else is doing it. However, this is, in the long run, a self-defeating strategy. If there is no variation, then there is no advantage. If there is no advantage, then there is no superior profit margin. And if there is no superior profit margin, then there is no way to treat IT other than as a cost center. Suddenly the IT Cheetah is suffering from too little genetic variation and a decidedly herd mentality. If a social, more collaborative gene is suddenly needed, how much effort will be required to grow and nurture it - or is it even possible?
I re-read Nicholas Carr"s well-written, compelling article The End of Corporate Computing. He proposes an excellent argument that business IT today is much like business power generation of yesterday - needed at the time, but better performed as a specialized entity that can properly scale. As businesses realized the superiority of commoditized and standard power distribution, they dismantled their water wheels and plugged into the grid. As a result, even though we take it for granted, anyone can go to any lighting store, purchase a lamp, plug it in and work well into the night. "The End of Corporate Computing" makes a lot of sense when IT is compared to a utility.
In this scenario, is it any wonder why CIOs want to buy, as Forrester asserts, only from the large providers? If indeed IT is undergoing a transformation similar to a power grid, then it follows that the focus of IT is how to do more with less. This in turn means less resources for implementing anything requiring more pieces, hence the desire to purchase broader solutions from fewer and larger vendors. Taking things to their logical conclusion, it"s not a stretch, and even quite probable, that in the end IT will be a department of one - choosing, among the commoditized solutions, the best fit for the company. However, while information can travel in bits and bytes at the speed of light, it is not electricity. And a person is most definitely not a lamp.
If lightening strikes and no one is there to see it, did it really happen? A forest fire might be an indication. If an original manuscript is dropped in a forest and no one is there to read it, does it really exist? There might be physical indicators like sheets of paper blowing in the wind, but even the combined works of William Shakespeare would be indistinguishable from a ream of paper - if no one was there to read