Joon2.0

Wednesday, April 26, 2006

“구글 너무 컸다” 견제 본격화

(::문어발 사업확장에 이베이·아마존 등 협력 중단::) 세계 최대 인터넷검색업체 구글이 경쟁업체는 물론 사회 각 분야 의 총공세에 몸살을 앓고 있다. 그동안 협력관계였던 이베이와 아마존 등 대형 인터넷업체가 구글의 사업영역 침범 가능성을 비 판하고 있는데 이어 신문·출판업계와 인권단체, 미국 정부까지 본격적인 견제에 나서고 있기 때문이다. 심지어 지난 20일 구글 은 웹사이트에 스페인 화가 후안 미로의 이미지 사진을 올려놓았 다가 유족들로부터 초상권 침해라는 비난을 받고 내리는 해프닝 까지 벌였다. 미 경제주간지 비즈니스위크는 최근기사에서 구글 이 고대 그리스의 전법인 ‘팔랑크스(밀집대형)’ 공격을 받고 있다며 9대 반(反)구글 움직임을 보도했다.
◆이베이와 아마존, 전화·인터넷업체 = 구글과 협력관계를 유지 해온 최대 인터넷경매업체 이베이는 금주중 ‘마젤란’ 이라는 자체 검색·쇼핑서비스 출시를 앞두고 마이크로소프트·야후와 반(反)구글 연대를 구성하고 있다고 비즈니스위크는 전했다.
이베이는 그동안 구글 광고를 통해 고객을 유치해왔지만, 이 서 비스로 예전처럼 광고하거나 구글에서 검색어를 일괄 구입할 필 요가 없다는 판단을 내린 것으로 알려졌다. 앞서 세계 최대 온 라인서점 아마존 역시 구글 검색어 매입 비용이 급증하자 아예 2 년전 자체 검색사이트 ‘A9 닷컴’ 을 개설하고, 이용자에게 할 인혜택을 주고 있다. 구글은 미국 최대 전화사업자 AT&T 등 인터넷 전용선 서비스업계와도 마찰을 빚고 있다. AT&T는 최근 구글이 무선서비스를 강화하려는 움직임을 보이자 “비용없이 거저 먹 으려 든다” 며 비난했다. 또 쇼핑이나 구인 등 특정분야에 대한 전문검색 서비스를 제공하는 소형 인터넷업체들도 구글의 공룡 화를 노골적으로 경계하고 있다.
◆신문·출판업계와 성인오락산업 = 신문업계에서는 신문산업 수 입의 35%를 차지하는 구인·구직 등 안내광고가 구글로 인해 크 게 위축되면서 구글의 검색 서비스가 근본적인 위협이 될 것으로 판단하고 있다. 출판업계에서도 구글이 2005년초 세계 5대 도서 관이 보유한 수백만권의 책을 스캔, 사이트에 검색하도록 한 ‘ 구글 북스’ 서비스를 시작한 이후 저작권 전쟁을 벌이고 있다.
구글측에서는 검색 가능하도록 일부만 발췌한 것이라고 주장하 고 있지만, 미국작가협회와 출판계는 지난해 9월 소송을 제기해 놓은 상태다. 성인오락산업계는 구글이 저작권료를 지불하지 않 고 누드 사진 등을 검색서비스를 통해 사실상 전시하고 있다며 단체행동에 나설 태세다.
◆미 법무부와 인권단체도 가세 = 구글은 올초 미 법무부로부터 구글 사이트에 접속한 100만개 URL 주소 및 특정 한주간 검색질 문 100만개를 제출하라는 요구를 거절하면서 미 정부와도 껄끄러 운 상태다. 법무부는 1998년 아동온라인보호법에 관한 소송 과정 에서 야후와 마이크로소프트 등에도 같은 자료를 요구했지만, 구 글만이 회사 기밀사항이자 개인정보 보호라는 이유로 거부한 것.
하지만 중국 정부의 검색 검열은 수용해 인권단체들의 눈엣가시 신세가 됐다. 그런가하면, 놀랍도록 상세한 위성사진을 서비스 하는 구글어스는 각국 정부의 보안당국의 경계대상이 되고 있다.
비즈니스위크는 “새로운 시장에 계속 진입할수록 구글은 영역 을 지키려는 수많은 적들을 만들어낼 것” 이라고 전망했다.

Sunday, April 23, 2006

The New Marketing Remix

The remix is
From Place to Presence;
From Promotion to Persuasion;
From Positioning to Preference;
From Price (static) to Price (dynamic); and
From Product to Personalization.

--- Originial text below -----------

Marketing Remix (with Antony Paoni)
It has been reported that Wal-Mart, which represents almost two percent of the Gross Domestic Product of the United States, is "afraid" of Google because the powerful search engine may make comparability of price more transparent, and thereby hit the powerful retailer right in the heart of their value proposition. If a capable upstart or competitor jumps ahead of you in the demand chain, they can poach your customers, and steal the value that you extract from the entire rest of the customer experience. All that hard work to build stores, logistics, and low-cost delivery is at risk if the customer is diverted at the very beginning of the demand chain. Put another way, being first in the demand chain is the most valuable place to be in any value network.
Traditional radio stations are concerned that the new satellite radio systems which can beam hundreds of commercially free channels to the car, the person, or the home, may upend their entire value proposition. Consumer marketers are scared to death that their traditional means of "getting to market" with their message is under attack for their current customer base, and that the up and coming generation is so interactive media savvy that only the most naive marketer would think that they will sit still for all traditional commercial interruptions. Anyone who has a digital video recorder -- like TiVo -- only watches 20 percent of the commercial. Commercials will continue to be important, and even desired by some, but traditional approaches on reaching customers need to be rethought!
Why is all this happening now? Over the past ten years, there has been an emerging information network that has unloosened information from its traditional moorings. For example, information about consumer products used to be distributed through very traditional channels, like the television, your Sunday newspaper, and in the store itself. Today, you often see a beleaguered professional standing in the aisle of a super market, on the cell phone with his significant other, asking which of a set of options should be purchased. The information and influences are not tethered to their traditional moorings. Up until recently, information was usually situated in a given context. When you went to the doctor, you got medical information; when you visited the store, or in your newspaper you received coupons, and flyers. Today, you can get rich media when you are waiting for your dentist, or in line at the Dunkin Donuts. In fact, one of the largest television networks in the country is Wal-Mart TV; the television displayed inside Wal-Mart stores. This seems absurd until you realize that over 60 million Americans visit a Wal-Mart store each day. McDonald’s serves over 50 million people a day, but has yet to realize their potential as a information distribution network.
The general trend is that information is flowing to those places where there is a flow of people. With the growth of broadband wireless networks like the ones promoted by Verizon and other carriers, soon tens of millions of Americans will have the ability to see streaming TV, games and other media in their phone – this is yet another extension of the process of information being freed from its traditional distribution moorings. Already the vast majority of car shoppers come armed with information gathered outside the selling environment. But this is not isolated to cars – it is the core of a broad phenomenon of information flowing to where the people, and the curiosity are.
In an increasing number of cases, not only is the information moving, but also the ability to transact. The reason that Google is so scary to Wal-Mart, is not just the facilitation of comparison, but, given the interactive nature of the internet, people can also transact and then choose to pick up the goods, or get them shipped.
What’s Happening to the “4 Ps” of Marketing?
Why is this phenomenon so important to business leaders? – because the traditional marketing model is insufficient to address the reality of today’s customers. The entire science of marketing has been developed to understand who buys, why they buy, and how they buy. The traditional marketing mix is made up of product, place, promotion, price -- all consistent with a positioning for the product or service. The power of this model was to point out the key tools that firms have to bring their product or service to market successfully.
Each of these concepts becomes much more complex and diffuse in this new world. "Place" is not so obvious, for the place where people shop is now a combination of physical and informational environments.
Promotion is not so clear, because while formal, outbound efforts like advertising and couponing will continue, marketers must also acknowledge the self-organized nature of user-defined ratings of products and services. These are influential and out of control of the marketer. It is now much more about word of mouth -- turbocharged by peer-to-peer communications like the phone and the internet.
Product is still vital, but the service wrappers around product, and the ability to have that product be easy to purchase is more critical than ever.
Lastly, price is much more dynamic than it used to be. Price comparisons are much more transparent than just a few years ago, and getting more so. In many markets, from books to used cars, the influence of the used market is completely changing the pricing dynamics -- with new products competing with used substitutes that can be from 25% to 99% cheaper than their new alternatives.
What's a poor marketer to do? Well, it is time to do a remix of the marketing mix. Just as in any remix, the old notions are still there, and underlie the remix, but the new layer on top is hip, and makes the old song come alive again -- with a new audience, new buzz, and new power.
The Elements of the New Marketing ReMix
The remix is from Place to Presence; from Promotion to Persuasion; from Positioning to Preference; from Price (static) to Price (dynamic); and from Product to Personalization. These are the key elements of the new marketing remix. There are no organizations that I know of that contain all these elements but we know that those companies that want to win by having superior consumer insight must be able to manage both the mix, and the remix in the future. Let me explain.
In thinking through the remix, the most important thing is to understand where your demand chain begins, and to then make sure you have "presence" at the front end of the demand chain. There is nothing more powerful in all of marketing and selling than knowing when and how and "where" a customer begins to come into a market and think about buying something. These companies are first in line in the demand chain, have first and best knowledge of the flow of customer desires, what they look for and how they shop.
The new upstarts that are first in the demand chain right now are AOL, Yahoo!, and Google, among others. There are many others in category specific ventures like Edmunds, the popular car shopping site, and Netblue, the upstart company that bought up all many words concerning credit cards on Google. This company now captures those customers who are looking for a credit card, gets them to fill out credit information, credit scores them, and then sells the qualified leads to the highest bidder among the giant credit card issuers. This entrepreneur realizes that the most important thing is to be first in the demand chain, and by doing so having access to the flow of demand. By adding qualification through a credit score look up, this company has turned the raw material of customer search into the marketable, refined product known as a hot lead. If the credit card companies had been thinking presence, and not promotion, they would never have let someone jump line on them like this.
Wal-Mart's worry about Google is similar; that by dominating the cognitive space of search, Google will -- conceptually -- stand in front of every Wal-Mart store with a comparative shopping guide that may drive customers to a different place
From Place to Presence
The question senior managers need to ask themselves is, in this new world, in which information flows freely, and all customers can actively search for my product or service, and compare competitors and substitutes: Are we first in line? Are we in all the places we should be where people are searching for products and services? Do we have a presence in these new marketplaces and marketspaces? Or are we still lashed to offering our marketing and persuasive efforts to customer when they come to our distribution, store, or place of advertising? In the words of the old joke, are we looking for the key under the light?
This is a difficult and sometimes painful question to ask because most companies have become successful because they do have a good idea of who buys, why they buy, and how they buy. In this new setting, management teams need to question their core assumptions about how customers buy, what their buying influences are and where they are migrating. The other challenge for many management teams is that they are often so busy that their own information tools and techniques are set in concrete. It’s more comfortable to assume that their customer's information consumption patterns are just as stable -- which is a very bad assumption. Most senior executives don't even know how the Google page rank algorithm works, yet it is the most important thing to happen to advertising since television. This understanding is not a "technical" issue -- it is a business issue, and one which senior executive teams need to understand because search is at the beginning of every value chain. The movement from simple place to presence can’t be ignored.
From Promotion to Persuasion
From promotion to persuasion, is another trend. The fundamental thing going on here is that a company's outbound marketing activity is only a part of the process -- users now are in charge of indexing and evaluating the torrent of information and alternatives they now have. In fact, information and opinion is generated at such an increasing rate that the only practical way for it to be organized is by the users themselves.
Put another way, old methods of promotion tried to understand the psychological state of the buyer and put a promotional activity in front of them, preferably while in the middle of the buying process. Today you need to consider not only the psychological, but the social, aspects of the buying process -- hence the broader concept of persuasion, not just promotion. Google is the poster child for this notion of social persuasion. The entire Google business model is based on turbo charging word of mouth -- or social cues. How is this so? The way Google’s page rank algorithm works is to rate the most popular sites, by how many people point to them, and more subtly, assess whether other popular sites point to them too. In other words, it is the world's biggest and most dynamic popularity contest. The genius of Google is that they figured a scalable, fast, automatable algorithm to take all the bread crumbs of social interaction, and make them into bread pudding! So, when you think about it, Google is creating the space of the most persuasive sites on the internet for a given topic. Then, their business model is to let you as a marketer invite yourself to that party by either buying words or by buying a placement. They keep their space uncluttered by useless ads because if the community does not click on the ads, they are less likely to appear in the space for long. Hence, it is a persuasion network that is self adjusting. This is very powerful indeed, and is driven -- not by the promotional dollars of the businesses -- but by the search and rating behavior of the customers. It is a market in persuasion, if you will.
Google is not the only one. The articulation of social ranking of products and services is springing up all over the place. The most common, and perhaps longest standing metric is frequency. The New York Times bestseller list has been influential for many people are happy to use popularity as a way to sort through the mounds of book options. In the interactive marketspaces, this type of frequency ranking is frequent and trivial to implement. For any product or service Amazon can tell you its ranking in term of purchase behavior, and what products and services are usually purchased with it. Everything has a user rating on it, too. These user-driven evaluations, along with the articulation of buying behavior are huge new social influences on what persuades a customer to buy your product or service.
Word of mouth is a concept as old as commerce itself, but now your reputation is living in a world of forces that are moving with huge velocity, speed, and automated evaluation. In addition, there are new social worlds of chat and influence. P&G bought a company called Tremor, whose job it is to monitor and influence the influential teenagers – who can drive the perception of your brand or product. Now buzz management is part of the marketing plan. Buzz also happens on line, in user ratings, and passively in chat rooms. You might say that real men don't do chat rooms. Put another way, many senior managers are skeptical that anything valuable can be discovered in something like a chat room. However, according to a leading market research firm, by analyzing the content of chat room behavior, using a sophisticated scoring mechanism for the content of the chat rooms to identify positive and negative concepts embedded in dialog (and by the way all these dialogs are public domain, for chat behavior is not private speech) they have successfully predicted whether or not a TV pilot will make it to launch, based on the early buzz (or lack of buzz) reflected in the chat rooms. Again, at a conceptual level, TV shows were always previewed to audiences to see how well they resonated, but the scale and precision of this approach has never been done before, and it is possible to be more scientific about it, and not let a show live or die based on the prejudices of the producer or TV executive.
Likewise, all products and services out in the marketspaces are leaving many bread crumbs of information about how the customers perceive them and the competition. Given the “one click away” culture we are evolving towards, marketers need to begin to analyze persuasion, not just promotion. Also, it is just a matter of time before the traditional broadcasters, in their every widening thirst for content, will begin to report the "most popular" books on Amazon, and the best rated cars by Edmunds, etc. The traditional media will amplify the influence of the interactive media. The need for moving from simple promotion, to an understanding of persuasion is growing and now is the time to create or participate in those trusted influence points.
From Positioning to Preference
Positioning a product or service is one of the most difficult and most important processes of marketing. The difference between paying $50,000 for a Mercedes E class, and $30,000 for a Buick is the result of positioning for the product quality of the Buick today is higher than that of the Mercedes. Great positioning is easy to recognize once accomplished. Nike's positioning, Apple's, and IBM's are all great examples. Yet, today, we see the long tail of consumer preferences, and understanding them as vital in positioning a product or service.
Again, the core idea of marketing given someone's preference is as old as commerce. When I was a young man going to Filene's basement in Boston, Mr. Sugarman would see me coming down the aisle with my mother and he would not only pull out suits that were my size, but also within the range of suits he knew my mother would let me buy. By the time I was with him 5 minutes he already had me headed to the dressing room with three "perfect" suits to try on.
All of direct marketing is based on micro-adjustments made to offers based on analysis of preference. But today, we have at least four ways to capture preference. First, there is customer rating of what they like and don't like. Second, there is the transaction history, from which we can guess at what they like and don't like. Third, there is search behavior which shows people in the process of searching for information. And fourth, in some instances, there are configuration tools that let customers trade off what they are interested in by designing the product or service they'd like to have -- and this is a more comprehensive articulation of the tradeoffs that customers are willing to make across features and prices.
With these new tools we have, for the first time, a CAT scanner for customer preferences. By CAT scanner, I mean as marketers we can observe the customer in the process of searching for information on products and services -- and only intervene when we think it is efficient. Much of the interest by Yahoo! in buying a piece of AOL was that AOL has a much more complete history, specifically by individual, as to what their search behavior -- that is passive preference -- is. If an online advertiser has a richer search history, it is possible to increase the efficacy of the online ad by 80 percent (as measured by click through). Understanding preference is a way to get customers to stay with you. I have rated over 165 movies in my NetFlix account, and I can't easily move those ratings to another site. I can even share my ratings with others so I can build up a network of trusted advisors within the company as well – again something that increases stickiness. I like the recommendations NetFlix creates for me and I am unlikely to change suppliers. Furthermore, preferences help to energize the persuasion effect I mentioned earlier. The entire notion of "recommenders" is based on matching you preferences to those of others like you. In this situation, your product is positioned not as you want to position it, but it is positioned against other products that people see as similar in preference to yours. This is a new logic of interaction with your customers. They are driving the core reference of what you are compared to -- hence is more fundamental than positioning.
From Static to Dynamic Pricing
The shift from static to dynamic pricing is the place where there is the greatest potential to leak value from organizations. Any manager knows that pricing leverage is the best way to increase the bottom line, because all price increases flow straight to the bottom line. Unfortunately, creating price leverage is incredibly difficult; report after report states that most businesses are having a hard time creating pricing leverage. This is due to a combination of lower production costs -- for most businesses are not only more productive today -- they are sourcing from a global base of talent and manufacturing that is constantly lowering the costs of production. Furthermore, most industries have overcapacity. And if that were not enough, the internet has brought easy pricing comparison to many categories, and increasingly so. What is going on today is that price is much more transparent to the end customer. Price transparency in autos and travel is old news. What is interesting is that price transparency is becoming so widespread that even the global low cost leader, Wal-Mart, worries that Google may be able to find even lower prices. (It is important to remember here that Wal-Mart is single-handedly responsible for almost 2% of China's GDP. eBay is providing the world with real time prices for the value of anything they sell, used or new. Amazon is enabling the used book market which means that the profitability of a book is now truncated by the speed with which old inventory comes back into the market. It is no wonder that book sellers are now willing to sell excerpts from books on Amazon, for they must now look to the convenience of being able to download a book, or a section of a book. If you make the person wait for the physical artifact, they might as well buy used.
Lastly, the natural extension of this argument is that value creation is no longer about product (or service) -- it is about personalization. This forward looking for sure from today’s reality, but it is important to realize that when all these factors make it easier for people to find comparables, to discover price, to ignore your marketing efforts and listen instead to what other customers are saying, or what Google points them to, you want to make sure that your product/service offering is so well-tailored to their preference and needs, that they are willing to buy from you and buy quickly. Most organizations are working hard to create new consumer benefit, but you don't want all that consumer benefit to flow to the end customer in consumer surplus. You want to extract some of it out in higher margins.
What's a company to do?
First, organizations must realize that this is going on. Second, they need to analyze what the new marketing remix means for them, third, they need to build a plan to create enough experimentation capacity in their organizations so they can figure out what to do about these new marketing realities. Lastly, they need a clear plan to realize the value they find in the experiments. Given the dematuring of the marketing mix, now is the time to start!

Friday, April 21, 2006

Steve Jobs Stanford Commencement Speech 2005

what a touching speech! Click here

[Script]

I am honored to be with you today at your commencement from one of the finest universities in the world. I never graduated from college. Truth be told, this is the closest I've ever gotten to a college graduation. Today I want to tell you three stories from my life. That's it. No big deal. Just three stories. The first story is about connecting the dots. I dropped out of Reed College after the first 6 months, but then stayed around as a drop-in for another 18 months or so before I really quit. So why did I drop out? She felt very strongly that I should be adopted by college graduates, so everything was all set for me! It started before I was born. My biological mother was a young, unwed college graduate student, and she decided to put me up for adoption. to be adopted at birth by a lawyer and his wife. She felt very strongly that I should be adopted by college graduates, so everything was all set for me! It started before I was born. My biological mother was a young, unwed college graduate student, and she decided to put me up for adoption. to be adopted at birth by a lawyer and his wife. Except that when I popped out they decided at the last minute that they really wanted a girl. So my parents, who were on a waiting list, got a call in the middle of the night asking: "We have an unexpected baby boy; do you want him?" They said: "Of course." My biological mother later found out that my mother had never graduated from college and that my father had never graduated from high school. She refused to sign the final adoption papers. She only relented a few months later when my parents promised that I would someday go to college. And 17 years later I did go to college. But I naively chose a college that was almost as expensive as Stanford, and all of my working-class parents' savings were being spent on my college tuition. After six months, I couldn't see the value in it. I had no idea what I wanted to do with my life and no idea how college was going to help me figure it out. And here I was spending all of the money my parents had saved their entire life. So I decided to drop out and trust that it would all work out OK. It was pretty scary at the time, but looking back it was one of the best decisions I ever made. The minute I dropped out I could stop taking the required classes that didn't interest me, and begin dropping in on the ones that looked interesting. It wasn't all romantic. I didn't have a dorm room, so I slept on the floor in friends' rooms, I returned coke bottles for the 5¢ deposits to buy food with, and I would walk the 7 miles across town every Sunday night to get one good meal a week at the Hare Krishna temple. I loved it. And much of what I stumbled into by following my curiosity and intuition turned out to be priceless later on. Let me give you one example: Reed College at that time offered perhaps the best calligraphy instruction in the country. Throughout the campus every poster, every label on every drawer, was beautifully hand calligraphed. Because I had dropped out and didn't have to take the normal classes, I decided to take a calligraphy class to learn how to do this. I learned about serif and san serif typefaces, about varying the amount of space between different letter combinations, about what makes great typography great. It was beautiful, historical, artistically subtle in a way that science can't capture, and I found it fascinating. None of this had even a hope of any practical application in my life. But ten years later, when we were designing the first Macintosh computer, it all came back to me. And we designed it all into the Mac. It was the first computer with beautiful typography. If I had never dropped in on that single course in college, the Mac would have never had multiple typefaces or proportionally spaced fonts. And since Windows just copied the Mac, its likely that no personal computer would have them. If I had never dropped out, I would have never dropped in on this calligraphy class, and personal computers might not have the wonderful typography that they do.Of course it was impossible to connect the dots looking forward when I was in college. But it was very, very clear looking backwards ten years later. Again, you can't connect the dots looking forward; you can only connect them looking backwardsSo you have to trust that the dots will somehow connect in your future.You have to trust in something - your gut, destiny, life, karma, whatever. This approach has never let me down, and it has made all the difference in my life. My second story is about love and loss
I was lucky I found what I loved to do early in life.
Woz and I started Apple in my parents garage when I was 20. We worked hard, and in 10 years Apple had grown from just the two of us in a garage into a $2 billion company with over 4000 employees. We had just released our finest creation - the Macintosh - a year earlier, and I had just turned 30. And then I got fired.
How can you get fired from a company you started? Well, as Apple grew we hired someone who I thought was very talented to run the company with me,
and for the first year or so things went well.

But then our visions of the future began to diverge and eventually we had a falling out.
When we did, our Board of Directors sided with him. So at 30 I was out. And very publicly out.
What had been the focus of my entire adult life was gone, and it was devastating.
I really didn't know what to do for a few months.
I felt that I had let the previous generation of entrepreneurs down - that I had dropped the baton as it was being passed to me.
I met with David Packard and Bob Noyce and tried to apologize for screwing up so badly.
I was a very public failure, and I even thought about running away from the valley.

But something slowly began to dawn on me. I still loved what I did. The turn of events at Apple had not changed that one bit.
I had been rejected, but I was still in love. And so I decided to start over.
I didn't see it then, but it turned out that getting fired from Apple was the best thing that could have ever happened to me.
The heaviness of being successful was replaced by the lightness of being a beginner again, less sure about everything.
It freed me to enter one of the most creative periods of my life.
During the next five years, I started a company named NeXT, another company named Pixar,and fell in love with an amazing woman who would become my wife.

Pixar went on to create the worlds first computer animated feature film, Toy Story, and is now the most successful animation studio in the world. In a remarkable turn of events, Apple bought NeXT, I retuned to Apple, and the technology we developed at NeXT is at the heart of Apple's current renaissance. And Laurene and I have a wonderful family together.
I'm pretty sure none of this would have happened if I hadn't been fired from Apple. It was awful tasting medicine, but I guess the patient needed it. Sometimes life hits you in the head with a brick. Don't lose faith.
I'm convinced that the only thing that kept me going was that I loved what I did.
You've got to find what you love. And that is as true for your work as it is for your lovers.
Your work is going to fill a large part of your life,
and the only way to be truly satisfied is to do what you believe is great work.
And the only way to do great work is to love what you do.
If you haven't found it yet, keep looking. Don't settle. As with all matters of the heart, you'll know when you find it.
And, like any great relationship, it just gets better and better as the years roll on.
So keep looking until you find it. Don't settle.
My third story is about death.
When I was 17, I read a quote that went something like:
"If you live each day as if it was your last, someday you'll most certainly be right."
It made an impression on me, and since then, for the past 33 years! ,
I have looked in the mirror every morning and asked myself:
"If today were the last day of my life, would I want to do what I am about to do today?"
And whenever the answer has been "No" for too many days in a row, I know I need to change something.
Remembering that I'll be dead soon is the most important tool I've ever encountered to help me make the big choices in life.
Because almost everything ?
all external expectations, all pride, all fear of embarrassment or failure -
these things just fall away in the face of death, leaving only what is truly important. Remembering that you are going to die is the best way I know to avoid the trap of thinking you have something to lose. You are already naked. There is no reason not to follow your heart. About a year ago I was diagnosed with cancer. I had a scan at 7:30 in the morning, and it clearly showed a tumor on my pancreas. I didn't even know what a pancreas was. The doctors told me this was almost certainly a type of cancer that is incurable, and that I should expect to live no longer than three to six months. My doctor advised me to go home and get my affairs in order, which is doctor's code for prepare to die. It means to try to tell your kids everything you thought you'd have the next 10 years to tell them in just a few months. It means to make sure everything is buttoned up so that it will be as easy as possible for your family. It means to say your goodbyes. I lived with that diagnosis all day.

Later that evening I had a biopsy, where they stuck an endoscope down my throat, through my stomach and into my intestines, put a needle into my pancreas and got a few cells from the tumor. I was sedated, but my wife, who was there, told me that when they viewed the cells under a microscope the doctors started crying because it turned out to be a very rare form of pancreatic cancer that is curable with surgery. I had the surgery and I'm fine now. This was the closest I've been to facing death, and I hope its the closest I get for a few more decades. Having lived through it, I can now say this to you with a bit more certainty than when death was a useful but purely intellectual concept: No one wants to die. Even people who want to go to heaven don't want to die to get there.
And yet death is the destination we all share. No one has ever escaped it. And that is as it should be, because Death is very likely the single best invention of Life. It is Life's change agent. It clears out the old to make way for the new. Right now the new is you, but someday not too long from now, you will gradually become the old and be cleared away. Sorry to be so dramatic, but it is quite true. Your time is limited, so don't waste it living someone else's life. Don't be trapped by dogma - which is living with the results of other people's thinking. Don't let the noise of other's opinions drown out your own inner voice. And most important, have the courage to follow your heart and intuition. They somehow already know what you truly want to become. Everything else is secondary. When I was young, there was an amazing publication called The Whole Earth Catalog, which was one of the bibles of my generation. . It was created by a fellow named Stewart Brand not far from here in Menlo Park, and he brought it to life with his poetic touch. This was in the late 1960's, before personal computers and desktop publishing, so it was all made with typewriters, scissors, and polaroid cameras. It was sort of like Google in paperback form, 35 years before Google came along: it was idealistic, and overflowing with neat tools and great notions. Stewart and his team put out several issues of The Whole Earth Catalog, and then when it had run its course, they put out a final issue. It was the mid-1970s, and I was your age. On the back cover of their final issue was a photograph of an early morning country road, the kind you might find yourself hitchhiking on if you were so adventurous. Beneath it were the words: "Stay Hungry. Stay Foolish." It was their farewell message as they signed off. Stay Hungry. Stay Foolish. And I have always wished that for myself. And now, as you graduate to begin anew, I wish that for you. Stay Hungry. Stay Foolish. Thank you all very much.

The New iPod [from YouTube]

Thursday, April 20, 2006

The Future of the Internet

The Future of the Internet

In a decade, the Net will dig deeper into our lives.
April 10, 2006 Print Issue

Fast-forward 10 years, a decade out from the final deconstruction of the old order marked by headlines about France’s Alcatel sweeping up its last remnant, Lucent Technologies, AT&T’s old equipment division.



The year is 2016. You’ve just come out of surgery and are being pushed down the hospital corridor on a gurney toward the recovery room. The nurses know you are on the way because a radio frequency identification (RFID) tag on your plastic patient identification bracelet automatically generated an alert to the nursing station.



The doctor doing rounds checks the Internet to monitor your vital signs. As always, the implants in your body are beaming real-time information about your brain waves and blood pressure to a protected web site 24/7. Your daughter, who is on a different continent, is already whispering words of encouragement into your ear—thanks to an embedded speech processor equipped with 802.11 wireless technology, TCP/IP communications protocol, and specialized software that allows sound from the Internet to flow directly into your cochlea. Using your VOIP-enabled mobile telephone, you tell her not to worry.



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“One expects there to be much more organic connection between people and technology,” says Google Chief Internet Evangelist Vint Cerf, who is widely known as one of the “fathers” of the Internet for his role in co-designing the TCP/IP protocol and the Internet’s architecture.



Crossing the Line

If Mr. Cerf and about two dozen other pundits Red Herring interviewed about the future of the Internet are right, in 10 years’ time the barriers between our bodies and the Internet will blur as will those between the real world and virtual reality.



Automakers, for instance, might conceivably post their parts catalogs in the virtual world of Second Life, a pixilated 3D online blend of MySpace, eBay, and renaissance fair crossed with a Star Trek convention. Second Life participants—who own the rights to whatever intellectual property they create online—will make money both by using the catalog to design their own cars in cyberspace and by selling their online designs back to the manufacturers, says Danish economist and tech entrepreneur Nikolaj Nyholm.



Today’s devices will disappear. Electronics will instead be embedded in our environment, woven into our clothing, and written directly to our retinas from eyeglasses and contact lenses, predicts inventor, entrepreneur, author, and futurist Ray Kurzweil. “Devices will no longer be spokes on the Internet—they will be the nodes themselves,” he says.



We will know exactly when our children will be dropped off because the school bus will be connected to the Internet, says Internet doyenne Esther Dyson. Our cars might one day arrange for repairs at dealerships before we realize there’s a problem.



Everything from the family fridge to the office coffee pot—as well as heating, cooling, and security systems—will be managed through the Internet, possibly using souped-up mobile phones doubling as universal remote controls, says Google’s Mr. Cerf. By 2016, he predicts the online population of 1 billion will treble, and a huge portion will be mobile. And by then, the Internet will become so pervasive that connecting to it will no longer be a conscious act.



Bandwidth access of 100 megabits per second or more will become the norm. “It is probably a safe bet that everyone will be able to have a full-motion, high-definition real-time link to anyone,” says Bram Cohen, creator of the popular peer-to-peer program BitTorrent. Once that happens, “the concept of who is online and who is offline will melt away,” says Bradley Horowitz, Yahoo’s director of media and desktop search.



Taken for Granted

In sum, the Internet “will just become like plumbing, which you won’t notice unless it backs up,” says Brewster Kahle, inventor of the Wide Area Information Server, the Internet’s first publishing system, and co-founder of the Internet Archive, the largest publicly accessible, privately funded digital archive in the world.



While the technical underpinnings of the Internet are likely to undergo drastic change, the nature of those changes will be wrought by policy decisions made by governments with a heightened interest in overseeing the Internet. When a network is this critical to just about everything, it’s reasonable to expect that governments will seek tighter control of what remains today a decentralized and somewhat anarchic system. The trick will be to preserve the creativity that spawns innovation—and profit—in this more vital and inevitably more regulated Internet.



No matter what, people will continue to make money from Internet innovation in a variety of ways.

Targeted advertising will continue to be an important revenue generator, as will intellectual property distribution, predicts Mr. Cerf. Tools for content production will evolve to allow for widespread and uniform tagging of content, significantly improving our ability to use sensor data, financial information, medical data, text, imagery, video, and audio. And the semantic web being promoted by World Wide Web inventor Tim Berners-Lee will help us better match computer understanding with human understanding of the world around us, though it will likely be far from perfect.



People will be able to talk to the Internet when searching for information or interacting with various devices—and it will respond, though not necessarily in English, which will cease to be the dominant language on the web, says John Patrick, a founding member of the World Wide Web consortium and former vice president of Internet technology at IBM.



As so-called sensor networks evolve, there will be vastly more machines than people online. As it is, there are almost 10 billion embedded micro-controllers shipped every year. “This is the next networking frontier—following inexorably down from desktops, laptops, and palmtops, including cell phones,” says Bob Metcalfe, the inventor of Ethernet and founder of 3Com. This is what will make up much of the machine-to-machine traffic, he says.



Services, Services, Services

RFID tags will be in wider use. So will geo-location services, which can be used to locate friends, places, and events of interest. Better real-time language translations will be available, at least for text translations.



Mash-ups won’t be limited to web sites—we’ll see the introduction of “mashed” real-time web applications. The Internet will further revolutionize publishing, film, and television. “You will suddenly have a few hundred thousand producers out to kill each other, competing on the Internet,” predicts Charles Zhang, founder and CEO of Beijing-based portal Sohu.com. “You will have instant rankings of the most popular videos,” adds Mr. Zhang, who reckons China will lead the way in this new form.



Independent management consultant and author John Hagel III sees opportunities in network infrastructure management and customer relationship businesses that put together individualized bundles of products and services and act as trusted advisors.



Search will remain big. Big players will continue to dominate online, says Paul Saffo, director of the Palo Alto, California-based Institute of the Future. “The lesson is, if you want to become big you do so by empowering and enabling lots and lots of small players.” The same way that Google, Amazon, and eBay did, he adds.



So just how big will Internet business be? “My whole thesis is that information technologies are growing exponentially. Things that we can measure like price performance, capacity, and bandwidth are doubling every year so that’s actually a factor of a thousand in 10 years,” says Mr. Kurzweil. “So if the Internet is already very influential—if there is already a trillion dollars of e-commerce, already a very democratizing technology, then multiplying its size and scope by a factor of a thousand will be a very significant change.”



A Clean Slate

But this assumes that the current Internet, which was never designed to be a critical part of an economy’s infrastructure, will be able to sustain a tripling of the number of people connected and the addition of billions—perhaps even hundreds of billions—of devices.



Concerns about how to prepare for such a future took center stage at a March 8 meeting of the Organization for Economic Cooperation and Development (OECD) in Paris. The meeting drew researchers, telecom executives, academics, government officials, and economists from the United States, Europe, and Asia.



“The Internet is at a turning point and the changes are big enough in nature to warrant the high-level attention of policy makers,” says conference organizer Andrew Wyckoff, head of the OECD’s information, computers, and communications policy division.



Indeed, willful service disruptions, viruses, and the web’s fragility and lack of robustness have all become issues of enormous importance as the Internet becomes central to the global economy and people’s lives. Even spam has graduated from irritant to serious threat.



Massachusetts Institute of Technology Senior Research Scientist Dave Clark, who has been actively influencing the development of the Internet since the 1970s, believes the Internet needs a total overhaul, not just more patches.



Mr. Cerf wonders about that himself. “Plainly the Internet continues to play an extraordinary role in the daily life of its billion users, so in a sense it cannot be considered hopelessly broken,” he says. “But it is arguable that it can be significantly improved.”



Growing Up

The Internet did not really become a mass-market communications tool until after 1983, when the U.S. government’s original ARPANET—short for Advanced Research Projects Agency Network—changed communications protocols and hooked up with a computer network linking academic computer science departments nationwide, helping usher in the web we know today. It was built on the telephone network and satellite and radio systems of the day, and adapted amazingly well to new technology. But “a new version of the Internet is certainly imaginable,” says Mr. Cerf.



Those who argue that the current Internet does not need fixing “tend to be people who sell a lot of antivirus software,” says John Wroclawski, director of the computer network division at the University of Southern California’s Information Sciences Institute.



Mr. Wroclawski, working with a team of graduate students as well as some of the Internet’s pioneers, is trying to rethink the Internet from scratch. The idea is to keep an open mind to what works, including preserving the best of what we have today. To that end, they are participating in the Global Environment for Networking Innovations (GENI), a new National Science Foundation project to build an advanced test-bed network for piloting new protocols and applications on the Internet.



A second NSF initiative, the Future Internet Design (FIND), is one of many projects aimed at generating new approaches that can be tested over GENI’s advanced test-bed network.



“We don’t presently have a roadmap of where we are trying to go with the Internet,” says MIT’s Mr. Clark. Instead of worrying about backward compatibility and migration issues, the focus has shifted to “where we would like to be in 10 to 15 years,” he explains. “If the story is compelling enough, people will figure out how to get there.”



There are different schools of thought about GENI’s ultimate impact on the Internet’s technical underpinnings. Some, like Nick McKeown, a Stanford University professor involved in three different “clean slate” initiatives, believe that after testing new technologies over the GENI platform, a consensus will emerge on one approach and entrepreneurs will innovate around that—and commercialize their products with the help of venture capitalists.



Others think entrepreneurs will end up commercializing different approaches addressing different problems. In this scenario, specific applications will have their own dedicated networks that will coexist indefinitely running over GENI, which, as a platform, will become the new Internet.



Water or Wine

However, “The biggest challenge to efforts such as GENI will be confronting the reality that there will be no technical solutions to the top problems of the Internet that do not also solve the underlying issues of economics, ownership, and trust,” says K.C. Claffy, founder and director of the Cooperative Association of Internet Data Analysis (CAIDA) at the University of California, San Diego’s Supercomputer Center.



In short, it will be difficult to choose a technology direction without becoming embroiled in policy decisions that impact business models.



The future direction of the Internet could end up being one in which the telecom carriers apply their own business model to the Net—one that CAIDA senior analyst for economics and policy Tom Vest calls “telcotopia”—which would basically mean a return to the public switched telephone network (PSTN), where no network service is possible outside of an explicit partnership with the regional or national PSTN owner. In another scenario, the Internet could become a government-run utility, whereby network control ceases to be a strategic business advantage. Finally, the “let a hundred flowers bloom” approach could be adopted, in which many different infrastructure control arrangements and business models compete and coexist.



The outcome of that debate is likely to determine the technology path of the Internet. The telcos, for example, are unhappy with just being the pipes because they can’t earn their traditional profit margins. “Society has decided IP is like water—this has strong implications for a [telecom] industry structuring itself to sell wine,” says CAIDA’s Ms. Claffy.



So, telcos are pushing to start putting functions in the core of the network because they believe they can make a lot more money with services than they can just providing access.



Getting Smarter

To date, the network’s core has been dumb—meaning its only job is to blindly carry data from one user to another. All the innovation—think Mr. Berners-Lee and the World Wide Web or Niklas Zennström and Skype—happened at the edges. But there are several proposals, all likely to be tested on GENI, that would move some of the innovation to the Internet’s core.



One idea is to replace today’s routers, the boxes that direct Internet traffic, with much simpler dynamic circuit switches, which would allow the introduction of new optical technology, says Mr. McKeown, director of a new Stanford Clean Slate program, which will use outside donations to seed small projects that could end up changing the Internet’s architecture in 10 to 15 years.



The upside of this approach could make service providers’ networks more efficient, lower their costs, and make the model more sustainable. The downside, as USC’s Mr. Wroclawski sees it, is that “any move to change the current overall Internet structure might be tremendously threatening to innovation in the future.”



When it comes to telcos, it is competition, not just innovation, that their detractors see at risk. Unlike in Europe and some parts of Asia, the U.S. has restricted competition in broadband access to the consumer—the portion of the network referred to as the last mile, or the local loop. The policy virtually guarantees insufficient capacity and artificially high prices, says Bill Woodcock, director of Packet Clearing House, a San Francisco-based nonprofit research institute that analyzes Internet traffic, routing economics, and global network development.



To make matters worse, some U.S. local exchange carriers in recent months began lobbying for a different model in which any traffic generated by any network endpoint—such as Google—has to compensate the carrier for the use of its broadband facilities. “This is an attempt to return to a 19th century model of telecommunication with complex inter-carrier termination and compensation mechanisms,” says Mr. Cerf.



No Interference

If telecom carriers want to provide value-added services in addition to broadband access, they should be free to do so, he says. But, he and others argue, they should not be free to interfere with the provision of broadband services by others.



Telcos are dependent on companies like Yahoo and Google to provide content that telecom customers want. Some folks, Mr. Woodcock being one, see them using protection-racket tactics to corner business, offering to degrade the service quality of competitors for the right price—helping Google against Yahoo (or the other way around, as the case may be) or Skype, Vonage, and others, he says.



“In my opinion, legal protections are needed to preserve both consumer choice in the use of the Internet and to ensure continued innovation of new services without having to obtain permission or negotiate commercial arrangements with the access providers,” Mr. Cerf says.



In fact, some believe that Google now has more than enough cash and heft to provoke a power shift, even though it lacks the Washington, D.C., connections and savvy of telco lobbyists.



New technology solutions could also act in favor of companies like Google and Yahoo. Canadian researchers are already testing a system in which the user owns, rather than leases, the last mile of connectivity. The user then connects to a neighborhood co-location point, where he will be free to interconnect with a phone company—or use an alternative provider such as a Google or a Yahoo.



Engineers have already tested the system successfully. Trials with consumers could start as early as this summer, says Bill St. Arnaud, senior director of advanced networks at CANARIE, a Canadian industry and government consortium that is developing next-generation Internet technologies.

Mr. St. Arnaud argues that, just as governments do not define where you can buy your computer or how much memory it can have, users should be able to configure their own network, decide how much bandwidth they want, and choose from a menu of providers.



Mr. Arnaud believes that CANARIE’s approach can make money, and possibly end the practice of governments propping up phone companies at the expense of consumers. “While the business case for the carriers may be disappearing, a host of new business and investment opportunities is being created with far greater economic wealth creation,” Mr. Arnaud writes in his blog. “Our biggest concern is that governments will be distracted by the complaints of the old industry such as carriers and penalize the new economy industries of the Internet.”



Big Brother

Nearly everyone interviewed by Red Herring for this article predicts that government involvement in Internet issues will continue for the next 10 years, as will the debate over such involvement. The Chinese government’s attempt to limit searches on Google is only the beginning.



Indeed, the U.S. government’s claim that it does not control the Internet Committee for Assigned Names and Numbers (ICANN) proved hollow when the U.S. Department of Commerce recently told ICANN to delay the allocation of the .xxx and .cat domain names, asserts Packet Clearing House’s Mr. Woodcock.



The White House’s move gave “a lot of unexpected leverage at a particularly dangerous time” to a Chinese government attempt, through the United Nations’ International Telecommunications Union (ITU), to place control of critical internet resources like IP addresses in the hands of national governments, says Mr. Woodcock. If national governments directly oversee available Internet protocol addresses, they can control and therefore limit the entry of all new Internet service providers.



America’s perceived control of the Internet is likely to change, but not for the reasons people think, says Israeli tech entrepreneur and investor Yossi Vardi. He predicts that many U.S. corporations will continue to lobby Washington to tighten their grip on the food chain—including pieces like music, movies, software, and telecoms—and the natural result of that will see the center of Internet gravity shift to countries where the grass roots is more powerful and operates more freely.



Others, such as Ms. Dyson, founding chairperson of ICANN, hope that ICANN will retain the authority it has today but will continue to be seen as illegitimate, which is “a desirable state of affairs,” she says, “because it means it can do very little.”



The moment any Internet governing body is seen as legitimate and gains power, governments will use it only to further censorship and other nefarious aims, she argues. It would be better, she says, if ICANN stays in place, and everyone watches it like a hawk.



To paraphrase Winston Churchill on Democracy, a free Internet is the worst form of Internet, with the exception of all the others.

Wednesday, April 19, 2006

[콘텐츠가 블루오션] "포털·이통사 비켜"



콘텐츠 생산자-소비자 블로그등 통해 직거래 유통구조 혁신 이끌어
개인이 만든 콘텐츠도 온라인서 판매 가능한 '오픈마켓'도 인기 예고

콘텐츠 유통구조에 변화의 바람이 몰아치고 있다.
아직까지는 포털이나 통신서비스업체들이 콘텐츠 유통과정에서 절대적인 영향력을 행사한다. 포털 또는 통신업체들은 직접 우선 순위를 매겨 콘텐츠를 공급해 왔다. 이 과정에서 포털이나 통신업체의 눈에 들지 못하는 콘텐츠는 자연스레 시장에서 퇴장됐다.

하지만 이들의 영향력은 상당히 축소될 전망이다. 사용자들이 직접 참여해 정보를 공유할 수 있는 차세대 인터넷 서비스 ‘웹2.0’이 확산되고 있는 데다 포털이나 통신서비스업체들도 폐쇄적 유통방식을 더 이상 고집하기 어렵기 때문이다. 포털이나 이동통신업체들은 소비자들의 까다로운 수요를 충족시키기 위해 콘텐츠 생산자와 소비자를 직접 연결하는 개방형 유통방식을 새롭게 선보이는 추세다.


◇유통구조 바꾸는 ‘웹2.0’=최근 들어 포털업체들을 중심으로 콘텐츠 유통구조를 혁신하려는 움직임이 활발하게 진행되고 있다. 이런 움직임의 전면에는 웹2.0이 자리잡고 있다. 네티즌들이 자유롭게 정보를 생산하고 공유하는 게 웹2.0의 골자다.

네티즌들이 직접 올린 정보로 만들어지는 온라인 백과사전 ‘위키피디어’, 네티즌들이 자유롭게 검색창을 가져올 수 있는 ‘구글 애드센스’, 네티즌 간의 자유로운 상거래 공간으로 시작된 경매서비스 ‘이베이’, 네티즌들의 다양한 정보생산과 공유 공간 ‘블로그’ 등이 웹2.0의 대표적인 사례다. 결국 인터넷이 정보가 일방적으로 공급되는 게 아니라 한층 개방된 환경에서 이용자들이 자유로운 정보를 주고받는 ‘열린 공간’으로 업그레이드된 셈이다.

포털업계는 웹2.0에 힘입어 정보유통분야에서 새로운 패러다임이 만들어질 것으로 전망한다. 현재 포털을 중심으로 한 폐쇄적 유통구조에서 벗어난다는 얘기다. 네티즌이 필요한 정보를 마음대로 골라 편집할 수 있기 때문에 지금처럼 포털이 메인화면을 구성하는 것 자체가 불가능해진다. 이에 따라 최종 소비자의 정보 선택 권한이 강화될 수 밖에 없다. 이렇게 되면 고객 만족도가 높은 콘텐츠는 살아남는 반면 그렇지 못한 콘텐츠는 자연스럽게 도태된다.

웹2.0의 위력을 단적으로 보여주는 사례가 SK커뮤니케이션즈의 ‘마이 네이트’다. 메인 창을 네티즌이 직접 꾸밀 수 있고, 필요한 정보를 입력해 편집할 수도 있다. 또 이를 다른 네티즌과 얼마든지 공유할 수 있다. 이는 웹2.0의 시작에 불과하다. 엠파스의 한 관계자는 “포털업계가 경쟁적으로 이런 서비스를 도입하게 되면 네티즌의 영향력이 확대되는 반면 포털들의 영향력은 축소될 것”이라고 말했다.

◇폐쇄적 유통구조 탈피한 ‘오픈마켓’= 지난 4월부터 서비스에 들어간 온라인 콘텐츠 마켓플레이스도 유통구조를 크게 변화시킬 것으로 전망된다. 마켓플레이스 자체가 개방성을 최대한 보장하기 때문에 콘텐츠 제작자의 시장 진입장벽이 크게 낮아졌다. 따라서 개인들도 자신이 만든 디지털 콘텐츠를 판매할 수 있다.

장미디어인터렉티브는 콘텐츠를 제작해 소비자에게 직접 판매할 수 있는 온라인 콘텐츠마켓플레이스 ‘모코베이(www.mocobay.com)’를 이달 부터 출범시켰다. SK텔레콤도 누구나 모바일 콘텐츠를 제작, 판매할 수 있는 오픈마켓을 상반기중 오픈할 예정이다. SKT는 생산자와 소비자를 직접 연결하는 기능에만 충실할 예정이다.

지불결제 솔루션, 불량 콘텐츠 스크린 등의 역할만을 담당하되 나머지는 시장에 맡긴다는 방침이다. 또 최근에는 유선 인터넷과 휴대형 단말기를 연동해 휴대폰에서 인터넷 카페와 블로그, 미니홈피 등을 자유롭게 접속할 수 있는 ‘모바일 웹’에 대한 국제 표준화가 활발히 진행됨에 따라 포털이나 통신업체의 영향력은 크게 축소될 것으로 보인다.

Google kicks Bill's ass

Google partners with business application firms to develop OneBox for Enterprise
Google is partnering with major business application companies such as Oracle, Salesforce.com, Cisco, Cognos, Employease, NetSuite, and SAS to develop the Google OneBox for Enterprise appliance and extend search within business. The application, which is a server that can be attached to customers’ data centers, will enable users to conduct secure searches on all the company data using the Google search interface. Dave Girouard, vice president and general manager of Google’s enterprise business noted, “Companies spend a lot of money on applications and ‘search’ has the potential to become the unifying element to any application.” Google plans to open up the development interfaces for OneBox to the developer community, system integrators and software vendors to create their own modules to extend its capabilities to applications from other vendors. The appliance can be obtained at a fixed license cost. Google does not intend to make ad revenue from this product.

[From marketclusters.com]

Thursday, April 13, 2006

[To my son ] Life is...





Imagine life as a game in which you are juggling five balls in the air.

You name them: work, family, health, friends, and spirit,
and you´re keeping all of them in the air.

You will soon understand that work is a rubber ball.
If you drop it, it will bounce back.

But the other four balls - family, health, friends, and spirit are
made of glass.


If you drop one of these, they will be irrevocably scuffed,

marked, nicked, damaged, or even shattered. They will never be the same.

You must understand that and strive for balance in your life.


How?

Don´t undermine your worth by comparing yourself with others.
It is because we are different that each of us is special.

Don´t set your goals by what other people deem important.
Only you know what is best for you.

Don´t take for granted the things closest to your heart.
Cling to them as your life, for without them, life is meaningless.


Don´t let life slip through your fingers by living in the past or for
the future. By living your life one day at a time, you live ALL the days of your life.


Don´t give up when you still have something to give.
Nothing is really over until the moment you stop trying.

Don´t be afraid to admit that you are less than perfect.
It is this fragile thread that binds us together.

Don´t be afraid to encounter risks.
It is by taking chances that we learn to be brave.

Don´t shut love out of your life by saying it´s impossible to find.
The quickest way to receive love is to give;
the fastest way to lose love is to hold it too tightly;
and the best way to keep love is to give it wings.


Don´t run through life so fast that you forget not only where
you´ve been, but also where you are going.

Don´t forget that a person´s greatest emotional need is to feel
appreciated.

Don´t use time or words carelessly. Neither can be retrieved.

Life is not a race, but a journey to be savored each step
of the way.

- Chairman of Coca Cola

Thursday, April 06, 2006

호나우딩유~~



www.nikefootball.com

Tuesday, April 04, 2006

'양극화' 이용하는 '오렌지 좌파'

류근일 칼럼] '양극화' 이용하는 '오렌지 좌파'

▲ 류근일 / 언론인
- 노정부와 경제 양극화- 노대통령식 국정운영

- 류근일 칼럼, 양극화TV 뉴스에서 라디오의 무슨 대담 프로에 이르기까지 이른바 ‘양극화’ 떠벌리기가 절정을 이루고 있다. 마치 지금의 한국사회가 볼셰비키 혁명 직전의 러시아처럼 느껴진다. 한 줌도 안 되는 황실, 귀족, 부농, 자본가들이 절대다수 노동자 농민 도시빈민의 고혈을 쥐어짜 맹꽁이 같은 뱃살을 키우고 있는 사회…. 그 제정(帝政) 러시아가 바로 오늘의 한국적 양극화의 무대인 양 암시하고 있다.
이 도식적 양극화 논리를 가지고 구(舊)좌파 권력진영은 참으로 투박하기 짝이 없는 관념적 대치구도를 설정하고 있다. 좋은 학교, 강남지역, 재벌, 기득권, 보수주의, 자유주의, 친미(親美)파에 똬리를 틀고 있는 ‘반(反)민중’ 세력 대(對) 가난한 ‘민중’ 세력의 대치구도가 바로 그것이다. 결국 2007년에 정권을 놓치지 않기 위해서는 “사촌이 땅을 사면 배가 아프다”는 대중적 질시현상을 한껏 조장하는 것이 유일한 전략이라고 본 모양이다.
하기야 재벌 비자금, 강남 집값, 8학군, 학벌사회, 영어 너무 잘하는 사람, 교양 높은 선남선녀를 보고 질시하는 심정이야 인지상정(人之常情)이라 할 수도 있다. 그러나 그런 정서에 불을 댕기려는 구좌파의 이분법적 대치구도는 과연 타당한 것인가?
정말 그렇다면 구좌파 엘리트 자신들은 왜 일류대학에서 석사 박사를 하고 또 일부는 외국유학까지 갔었다는 것인가? ‘반미’ ‘민중’을 외치면서 제 자식은 해외 영어연수도 시키고 미국유학까지 보내는 것은 또 무엇인가? 툭하면 강남에 사는 것을 마치 죄인 다루듯 하는데, 자칭 ‘진보적’입네 하는 오늘의 권력 엘리트 중에는 강남에 사는 사람이 적지 않은 것으로 알고 있다. 대기업을 동네북으로 삼지만, 그것 역시 ‘변칙상속’ ‘비자금’ 같은 구석만 안고 있는 게 아니라, 심지어는 친(親)김정일 세력까지 먹여 살리는 역설(逆說)의 측면 또한 분명히 안고 있다. 세상사란 그래서 ‘386’ 그들이 그렇게 일도양단으로 재단할 수 있는 게 아니다.
걸핏하면 또 기득권 세력을 시비하지만, 김대중 노무현 시대에 누가 진짜 옹골찬 기득권 세력이었는지는 ‘하늘이 알고 땅이 알고’다. 국가권력기관, 공기업, 위원회, 법정(法定)단체, 정부출연기관, 관선이사, 금융기관, 공공기금(基金)들의 요직까지 모조리 ‘코드’와 ‘낙하산’으로 독식해버린 자들이 이제 와서 누구더러 ‘기득권’ 운운한다는 것인가? 쓸데 없는 기구들 마구 만들어 막대한 세금으로 ‘운동꾼’들에게 감투 씌워 주고, 월급 주고, 해외출장 보내고, 활동비 주고, 연구비 주는 것 역시 오늘의 기득권 세력이야말로 바로 세금 불가사리 ‘오렌지 좌파’임을 여실히 드러낸다.
자유주의, 보수주의 우파운동도 좌파 득세 판에선 개밥의 도토리 신세다. 홍위병 패거리에는 이런 명목 저런 명목으로 뒷돈을 주는 어떤 재벌이 뉴라이트 활동가에게는 “우파에는 후원금을 낼 수 없다” “좋은 일 하는 줄은 알지만…” 어쩌고 하며 문전박대를 하더라는 것이다. 뮤지컬 ‘요덕 스토리’가 좌절할 뻔했던 것이 바로 그 때문이었다. 약점 잡힌 자들의 고충이야 이해 못할 바 아니지만, 애써 자유주의 우파운동을 하는 순수한 사람들은 그럴 때마다 정나미가 떨어졌을 것이다. 그런 만년 기회주의 얌체족(族)을 위해 자유주의 운동을 하는 것은 물론 아니지만 말이다.
영국 노동당 해럴드 윌슨 내각의 ‘붉은 여왕’ 바버라 캐슬은 ‘수표책 싸들고 병원에 입원하는’ 사람들을 입에 거품을 뿜고 매도하곤 했다. 그런데 막상 자기 아들이 아팠을 때는 그를 가명으로 특급병원에 살짝 입원시켰다. ‘오렌지 좌파’도 끗발 잡으면 ‘오렌지 우파’ 뺨친다. “남이 하면 스캔들이고 내가 하면 투기, 황제골프, 자녀 해외송출, 특급시설 이용도 로맨스”라는 이중 기준에 빠졌다는 이야기다. 양극화 굿거리는 그래서 오늘의 신관사또 ‘오렌지 좌파’가 자기들의 장밋빛 전성시대일랑 살짝 감추고서, 불우한 사람들의 불행을 최대한 부추기고 이용하려는 위선적 자가당착일 뿐이다.

Saturday, April 01, 2006

Coooool:




















Uncool:




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