Blog Archive

Showing posts with label web. Show all posts
Showing posts with label web. Show all posts

AOL reinventing its Brands


AOL, the one-time Internet star seeking to reinvent itself as a major media player, is joining the craze for personalized news readers for tablet computers.

The Internet and media firm, which purchased The Huffington Post in February for $315 million to serve as the flagship of its media fleet, launched a free daily news magazine for Apple's hot-selling iPad this week called Editions.

Like other iPad news aggregators such as Flipboard, Pulse, Taptu and Zite, Editions uses algorithms to take a reader's interests into account in serving up their pages.

Editions users customize their experience by indicating their interest in topics such as Top News, Entertainment, Sports, Design, Tech, Business, Family, Health and Fitness, Sports or Travel.

Readers can also link their Facebook, Twitter or AOL accounts to the application, available as a free download from Apple's App Store, to help guide the selection of news sources.

When connected with Twitter, for example, a publication followed on Twitter will become a preferred news source in Editions.

Editions users who plug in their location or zip code receive local weather reports and local news, much of it provided by Patch, AOL's nationwide community news project.

"Once you start reading, Editions will learn what you like (and what you don't)," according to AOL. "The more you read, the better Editions gets at delivering the latest news and information, all tailored to your tastes."

David Temkin, AOL's head of mobile, said Editions is an attempt to "take the best of the online and offline reading experiences and fuse them into a single, sleek magazine.

"By combining custom features with technology that learns about you as you use it, Editions delivers a magazine every day that's full of the things you care about most," he added in a statement.

eBay Fashion : the branded stores from eBay


eBay told analysts in February, it would launch branded outlet stores on eBay.com later this year, and it provided more information about the shops on Thursday. eBay will launch the Outlet Stores on September 19 and will include Neiman Marcus Last Call, William Rast, Spanx, Fila, Timberland, Brooks Brothers, Bluefly and Custo Barcelona.

eBay said it is working with designers, brands, and retailers "to bring an incredible selection of authentic merchandise to the world's largest online marketplace at compelling price points typically found in bricks and mortar outlet centers."

The eBay Fashion Outlet will be housed in a hub with all of the participating brands and will have its own experience. Shoppers will be able to shop across brands (via "Browse by Brand" box). Via the fashion outlet search results pages, you will be shop across merchandise categories.

Consumer will still be able to search for brands in the main search box even if they are not searching in the outlet hub, according to an eBay spokesperson.

eBay said the outlets would offer a differentiated shopping experience leveraging eBay Creative Director Andrea Linett's trend expertise and personal shopping guidance to editorialize and evolve the consumer experience.

eBay's spokesperson explained that within the Outlet environment, there will be editorial curation similar to how eBay currently editorializes its Fashion homepage. "We are making sure to feature the brands who are on board and offer styling inspiration and tips through our creative director, Andrea Linett."

eBay pitched large brands on the outlets, telling them they could use eBay Outlets to drive incremental sales and extend their reach to outlet shoppers.

The eBay Fashion Outlet will feature both women and men's merchandise, including apparel, handbags, denim and shoes, with a target audience of 25-44 year old female shopping enthusiasts.

eBay launched its UK fashion Outlet in April 2010, which now hosts over 30 high street brands, including Superdry, Ted Baker, Karen Millen, L.K. Bennett, House of Fraser, Schuh, Dune, Office and Kookai. eBay Germany has 26 branded apparel shops featuring merchandise of nearly 120 brands, including Eastpak, Fila, Speedo and Triumph.

Wikipedia losing its contributors


Wikipedia, the online encyclopedia that allows anyone to edit its entries, says it is losing contributors.

Founder Jimmy Wales says administrators are scrambling to simplify what he called ``convoluted'' editing templates that may be discouraging people from writing and editing Wikipedia's entries.

In another effort to encourage volunteers to stay active, Wales says the site has introduced a new feature called WikiLove that lets users post positive feedback.

He was speaking to the Associated Press on Thursday from the website's annual conference, held this year in Haifa, Israel.

The nonprofit organization that runs Wikipedia announced it is encouraging professors in India, Brazil and Europe to assign the editing and writing of Wikipedia entries to students.

Huawei on cloud too


China's Huawei Technologies Co Ltd, the world's No. 2 network equipment maker, launched its cloud computing smartphones on Wednesday, looking to ride a mobile industry boom that drove a 64 percent sales rise in its devices unit in the first half.

The company , known for its low-cost cellphones, is betting its new model will help it replicate its telecom gear success in the booming smartphone market and take on the likes of Nokia , Apple Inc and Samsung Electronics

. Huawei's Cloud+ platform will allow users to store music, video, pictures, email and some other applications on its remote servers and access them via the Internet through their smartphones.

"We are targeting at what we call the young social networkers for this smartphone," Victor Xu, chief strategy and marketing officer for Huawei Device, told reporters in Beijing at the launch of its "Vision" smartphones.

Huawei is targeting 2011 shipments of more than one million units of the smartphone, which comes with the blockbuster Angry Birds game pre-installed.

Company executives declined to provide any details of the pricing but said that the smartphone would not sell for less than 2,000 yuan ($305). Apple's iPhone 4 sells for 4,999 yuan or $762 in China.

Cloud computing smartphones will allow users to download applications without needing much storage space on their devices.

Huawei follows Apple in pushing ahead the fast-growing new consumer market after the U.S. company unveiled its Web-based iCloud service in June.

Founded in 1987, Huawei has grown rapidly. The company, which employs more than 110,000 people, reported revenue of $28 billion last year and aims to boost revenue to $100 billion in the next 10 years.

It has been selling its cellphones in markets from Australia to Kenya, but China, home to more than 900 million mobile phone subscribers, is emerging as the goldmine for global companies.

Last month, Apple said the maker of the iPhone and iPad was merely "scratching the surface" in China. Apple is set to exponentially grow its China business as the country's biggest telecom telecom operators jostle to stitch up deals to sell iPhones.

China's Alibaba Group has launched its first self-developed mobile operating system and smartphone running on its cloud computing-based operating system.

Huawei's new 9.9-mm, 121-g phone runs on Google's Android 2.3 operating system and Qualcomm's Snapdragon chip.

Cloud based services are gaining momentum, but many experts have warned companies against putting too much faith in these services due concerns about security and privacy of data.

This year, Sony Corp was battered by a data breach that compromised the personal data of more than 100 million customers of the Japanese electronics conglomerate.

On Wednesday, security experts discovered the biggest series of cyber attacks to date, involving the infiltration of the networks of 72 organizations including the United Nations, governments and companies around the world.

Huawei's U.S. expansion plans in the network equipment sector have hit roadblocks on suspicions the company maintains links with China's military.

Ren Zhengfei, Huawei's low-profile founder who started the company with just 21,000 yuan ($3,200), served in the People's Liberation Army until 1983.

The company has repeatedly denied any links with China's military or government.

Chrome : third most popular browser


 Google Chrome is now the world's third most popular web browser with one in five users preferring it.

Google Chrome has also emerged as Britain's second most popular web browser, edging Mozilla's Firefox and nibbling at Microsoft's Internet Explorer, the current leader.

Chrome accounted for 22 percent of the British web market, compared to 45 percent of users preferring Internet Explorer. Apple's Safari stood at the fourth place with nine percent share.

But experts pointed out that Internet Explorer's market share was falling despite the programme already pre-installed on almost every computer sold in Britain, The Telegraph reports.

Google said its surge in popularity could be explained by its speed of delivery results, its security and a new ad campaign.

Lars Bak, the Google engineer responsible for Chrome, based in the Danish countryside, said the company's aim was speed. He said users should "never be happy" with the existing speed.

What is Pottermore ??

If you thought that the assassination of no-nosed villain "Lord Voldemort" by the hands of boy wizard "Harry Potter" would be an end to this Harry Potter phenomenon,comprising of seven fantasy novels, eight big-budget movies and a theme park, then think again. As one more extension is added to this franchise and that's called "POTTERMORE".

The Brand Harry Potter is well over $13 billion dollars (movies alone generated 7 billion dollars at the box-office) and the latest to join this billion dollar empire is an interactive website called "Pottermore". J.K Rowling whose personal wealth has already touched billion dollars and who is one of the richest British, introduced this website via Youtube video (embedded below).




This website which got millions of hits even before its proper launch is expected to contribute another big pay to this franchise. On the other hand this is a blessing in disguise for all the harry potter fans, who were quite disappointed after the series end and wanted more Harry stuffs.

What is POTTERMORE  ??


The site, which Rowling launched via YouTube, will sell her seven Potter novels as e-books and audiobooks in several different languages. It will also reveal background details on characters and settings Rowling says she's been “hoarding for years.”

Fans will have 18,000 words of new Harry Potter content to devour in a matter of hours. Meanwhile, Rowling has deftly cornered the market on proceeds from the sale of her books online, without having to pay Apple or Amazon one galleon.


The site launched on July 31 (Mr. Potter's birthday), where one million fans can compete in an online challenge to gain early access. Pottermore opens its gates to the masses for free on October 1, 2011.

But what is the site like? Those hoping for a sophisticated first-person odyssey may be disappointed. Pottermore isn't a game: it's a series of illustrated environments, themed around “moments” from Harry Potter and the Sorcerer's Stone (material from the other novels will be added with time). The primary attraction for Potterphiles is access to arcana Rowling's been squirreling away in her attic. Want to know why Harry's uncle is called Vernon Dursley? Or learn about Prof. Minerva McGonagal's early heartbreak?  You can find it on the site, although you may have to click around a bit to uncover the hidden treasures.

Users start out at Privet Drive, where they can explore Harry's cupboard under the stairs (replete with scampering spiders) before moving on to Platform 9 ¾, the Hogwarts Express, Diagon Alley and Gringotts. Each new witch or wizard gets a personalized trunk (where they can store their chocolate frog cards), 175 galleons and a Hogwarts shopping list (don't forget your crystal phials!) Then they're directed to Ollivander's, where they are asked a series of questions (eye color? Favorite artifact?) in order that their wand can choose them.

With personalized wand in hand, users continue on to Hogwarts School of Witchcraft and Wizardry itself, where, wearing the sorting hat, they are sorted into a House via a unique series of character testing questions written by Rowling herself. Some test the super-ego: would you snitch on a fellow wizard pupil who used a cheating quill? Others probe the id: which do you choose, forests or rivers? (Those who are not placed in Gryffindor get access to special material from The Sorcerer's Stone as compensation.) Once ensconsed in a house common room, users can read the secret lore of Ravenclaw or Hufflepuff, meet housemates, and earn housepoints through wizard duels and mixing potions to compete for the House Cup.

While the environments do have some animated features (Scabbers lurking behind the cabin curtains in the Hogwarts Express, owls and ravens flying about), Pottermore is no World of Warcraft. Rowling wanted to keep the emphasis firmly on reading and the "literary experience," which is why Pottermore's environments are more like digitized pop-up books than a graphic adventure game. (While the environments share some similarities to the films, they are not based on them. And there are no avatars.)

Rowling is also encouraging user contributions to Pottermore. Users can jabber on the site about the benefits of dragon heartstring vs. Thestral tail hair wand cores to their heart's delight. Fans can even submit art.

Given the boxes of material gathering dust in her house, Rowling hasn't ruled out the possibility of creating a Harry Potter encyclopedia. She says she has “no plans” for another Harry Potter book. From now on, Harry Potter will live in the digital age. Talk about magic.


Ali Baba launches their smartphone

Alibaba Group launched its first self-developed mobile operating system andsmartphone on Thursday in a bid to capture a slice of China's rapidly growing mobile Internet market.

The cloud computing-based operating system, Aliyun, will run the K-Touch Cloud Smartphone, to be launched at the end of July in 10 colours, saidWang Jian, president ofAlibaba Cloud Computing, a unit of Alibaba Group.

A tablet PC running the Aliyun OS, which is based on a customised Android system, will also be launched in China by the end of the year, Wang told reporters after a presentation inBeijing.

Handset manufacturer Tianyu will manufacture the K-Touch as well as the tablet, Wang said.

"Mobile users want a more open and convenient mobile OS, one that allows them to truly enjoy all that the Internet has to offer, right in the palm of their hand, and the cloud OS, with its use of cloud-based applications, will provide that," said

Ali Baba's cloud based smartphone


The Aliyun operating system will feature cloud services such as email, Internet search and support for web-based applications. Users will not be required to download or install applications onto their mobile devices, Wang said.

Alibaba Cloud plans to integrate the operating system with other devices including mobile phones with larger screens and tablet computers in the coming months.

Wang said the company was looking to launch tablet computers running Aliyun by the end of the year.

The company is currently in talks with Qualcomm Inc to develop a lower-end chipset optimised to run Aliyun OS in lower-end mobile phones, Wang said. The K-Touch phones use a high-end chipset fromNvidia Corp for crisp display of intricate games.

Alibaba Group, which is 40 percent owned by Yahoo Inc , operates China's largest B2B online marketplace, Alibaba.com , and China's largest online consumer shopping site, Taobao.com.

Wang said Alibaba does not have sales targets for the K-Touch. "We are not responsible for selling the phone; we just provide the system, so there is no hard number," he said, adding that within 15 minutes of the end of Thursday's presentation, Alibaba sold 1,000 of the phones on Taobao.

Alibaba will have an English-language version of the Aliyun OS ready by the end of this year, but Wang could not say when English versions of the phones and tablets might go on sale.

Nor will Alibaba get into the phone-manufacturing business, Wang said. "We shouldn't make a phone," he said. "We're not in that ecosystem, and it's a very good decision not to make a phone."

China, the world's largest mobile phone market, has nearly 907 million mobile subscribers, according to statistics provided by the three leading telcos in June.

The firm has been busy diversifying away from its core business of e-commerce into search, logistics and now mobile computing. Baidu , Alibaba's big Internet rival in China, has also been diversifying away from its core business of search into e-commerce and it has hinted that it is developing a mobile operating system as well. 

Is "resu.me" LinkedIn killer ??


 Stakes are really high for a start-up claiming to be the 'LinkedIn' killer. Butresu.me - an online networking site launched by three Indians fromStanford in the Silicon Valley -- has bigger worries to address before actually doing whatGoogle did toMicrosoft years ago. Getting users to pay for their service and create a business model is the first challenge facing any wannabeLinkedIn killer.

For now, resu.me is enjoying the success of its initial launch with nearly 100,000 users after six months. LinkedIn has 10 million users in India and 100 million after 8 years in operation.

Started by three Indians from Stanford,Karthik Manimaran, Jyotibasu Chandrabasu and Niveditha Arumugam -- all in the mid to late twenties -- the site plans to start India operations by this year. Users here would be able to search for jobs across Indeed.com, Simplyhired.com and Careerbuilder.com on the site.

"Karthik and I have studied and worked together and ever since college, we wanted to do something on our own and we thought it was time to start it and we wanted to use our knowledge to solve some real problems like recruitment," said the 29-year-old Jyotibasu Chandrabasu who will quit his job atBank of America and relocate to India permanently to set up the company's India office later this year. Having graduated from in engineering from Chennai, both Manimaran and Chandrabasu worked at IT services giantInfosys for three years before starting resu.me few months ago. After Infosys, both of them moved to QuinStreet, an online marketing firm and then to Bank of America.

"We want to have a very big presence in India and at some point, we all might look at moving back permanently," said Manimaran who quit his job with Bank of America in the beginning of the year to start the new company. "The Valley offers a lot of inspiration for starting something. Every nook and corner has a CEO of a company who is discussing plans of starting something," he said.

"We had LinkedIn as a reference point of our business but they are quite slow in rolling out changes. We would like to be the LinkedIn killer and want to be the Facebook for professional networking," Manimaran added. Resu.me depends on its semantic web technology that links users' resumes with their other online activities to deliver a more intelligent matchmaking. The semantic web technology allows computers, or software programs run by companies such as resu.me make sense of thousands of pages of information on the web by linking relevant data.

Experts in the valley predict tough times for the startup. "Competition is pretty tough here in Silicon Valley. For example for every LinkedIn clone or "killer" in another country, there are probably 10 more in the Valley, so it would be important for a company like resu.me to tackle the US market early on and compete with other similar companies here.

Strict action by Internet Privacy control


The federal government has put Google, Microsoft, Apple and other technology companies on notice: Give consumers a way prevent advertisers from tracking their movements across the Web - or face regulation.

Yet for all its innovative know-how and entrepreneurial spirit, the technology industry has yet to agree on a simple, meaningful solution to protect consumer privacy on the Internet.

So privacy watchdogs and lawmakers are stepping up the pressure, calling for laws that would require companies to stop the digital surveillance of consumers who don't want to be tracked. They argue that effective privacy tools are long overdue from an industry that typically moves at breakneck speed.

"I want ordinary consumers to know what is being done with their personal information, and I want to give them the power to do something about it," Senate Commerce Committee Chairman John D. Rockefeller, D-W. Va., said at a recent hearing.

Washington's call to arms is a response to growing concern that invasive Internet marketing practices are eroding privacy online as every consumer move is observed, analyzed and harvested for profit.

Online publishers, advertisers and ad networks use "cookies," Web beacons and other sophisticated tracking tools to follow consumers around the Internet - monitoring what sites they visit and what links they click, what they search for and what they buy. Then they mine that information to deliver what they hope will be relevant pitches - a practice called behavioral advertising.

"Right now we have a lawful system for tracking all of our movements online," says Christopher Calabrese, legislative counsel for the American Civil Liberties Union. "And not only is it legal. It's the business model."

Calls for online privacy protections began with the Federal Trade Commission, which has challenged the industry to offer a digital tracking off switch. The FTC envisions something akin to the government's existing "Do Not Call" registry for telemarketers. Consumers who don't want to receive telemarketing calls can add their numbers to the list online or over the phone.

Companies including Microsoft and Mozilla have responded with various "Do Not Track" technologies. But an industry-wide solution is not close at hand.

That's because putting the Do Not Track concept into practice is much more complicated than simply adding phone numbers to a database. The challenge is in reaching industry consensus on what Do Not Track obligations should mean, designing standard technology tools that are easy for consumers to use and setting common rules that all Websites and advertisers will follow.

One big part of the problem is that the industry needs to find a way to let consumers halt intrusive online marketing practices without preventing tracking critical for the Internet to function. After all, Internet companies rely on tracking not just to target ads, but also to analyze website traffic patterns, store online passwords and deliver customized content like local news. Nobody wants to stop those things.

Also complicating efforts to reach broad agreement is the lucrative nature of behavioral advertising.

Industry leaders argue that many consumers like targeted ads since they deliver personalized pitches that people may want. And because these ads tend to be more effective, advertisers are willing to pay more for them, says David Hallerman, an analyst with eMarketer.

Research firm eMarketer projects U.S. spending on online behavioral advertising will hit $2.6 billion by 2014, up from $775 million in 2008.

That enables Internet companies to offer everything from online stock quotes to unlimited email storage for free, says Anne Toth, Yahoo's chief trust officer. Without sophisticated advertising technology, more websites and services could wind up behind pay walls, companies warn.

The problem, argues Jeff Chester, executive director of the Center for Digital Democracy, a privacy group, is that many consumers don't know they're being tracked. And even if they do, they have no idea what happens to their information - whether it is used to create personal profiles, merged with offline databases or sold to data brokers - and no practical way to stop the data collection.

With growing alarm in Washington, a coalition of industry trade groups- called the Digital Advertising Alliance - has established a self-regulatory program that places icons inside the online ads of participating advertisers, ad networks and websites. The icon links to a site that explains online targeting, and lets consumers install an opt-out cookie if they just want standard ads.

Among the groups participating in the alliance are the Interactive Advertising Bureau and the Direct Marketing Association, as well as individual companies including Google and Yahoo.

Even so, these efforts don't go far enough for the FTC. While the agency has not endorsed any particular Do Not Track technology, it believes one promising approach could involve including a setting inside Web browsers. Now the browser companies, led by Microsoft and Mozilla, are responding with different approaches:

- Microsoft has a feature called "tracking protection" in Internet Explorer 9.0 that lets users create "black lists" of Web sites to be blocked and "white lists" of sites that are deemed acceptable. Users can set their browsers to automatically build these lists or can download existing lists.

- Mozilla has a setting in its Firefox 4 browser that sends a signal to alert websites, advertisers and ad networks if a user does not want to be tracked.

Apple is expected to include a similar feature, called a "header," in its Safari browser. Microsoft, too, recently added the feature to IE 9.0.

- Google's Chrome browser is piggybacking on the Digital Advertising Alliance by offering a plug-in that saves opt-out cookies even if other cookies are erased. One criticism of the industry program is that users lose their opt-out preferences whenever they clear their cookies.

For such tools to work, however, there must be industry consensus on what Do Not Track obligations should actually mean. And right now, there is little agreement.

Nearly everyone accepts that publishers should be able to measure traffic volumes on their own sites, for instance. But should advertisers be allowed to track how many visitors see or click on their ads?

The industry's self-regulatory program, for one, does not turn off data collection. Consumers who install an opt-out cookie no longer receive targeted ads from participating companies, but may still be tracked for non-advertising purposes. That doesn't satisfy privacy watchdogs.

Microsoft Deputy General Counsel Erich Andersen says tracking protection offers a way around this debate since it lets consumers decide what to block. But this approach worries advertisers since it can block ads altogether, even generic ads.

And anyway, with Do Not Track signals in several popular browsers, websites and advertisers need to agree on how to respond, says Jules Polonetsky, director of the Future of Privacy Forum, an industry-backed group. Otherwise, he says, Do Not Track obligations could get defined for them by browsers or government officials.

Equally important for Do Not Track to succeed, the technology must be easy to find and use. If Do Not Track tools are too confusing or involve too much effort, people won't embrace them, warns Marc Rotenberg, executive director of the Electronic Privacy Information Center. "We can't expect users to spend a lot of time reconfiguring their browsers," he says.

Privacy watchdogs are gravitating to Mozilla's approach as particularly user-friendly. But it presents a different challenge: ensuring websites, advertisers and ad networks respect user requests not to be tracked. While Microsoft's tracking protection blocks unwanted content - and requires no compliance by Websites and advertisers - a signal in a browser means nothing if it is not honored.

"Without anyone on the other end to recognize it, it's a tree falling in the woods without anyone to hear it," says Mike Zaneis, general counsel for the Interactive Advertising Bureau. Zaneis insists the Digital Advertising Alliance offers the best approach since so many Websites and advertisers are on board.

Alex Fowler, Mozilla's global privacy and public policy leader, says the browser maker is talking with many big websites, advertisers and ad networks about honoring its Do Not Track signal. And many are open to the idea. Still, so far only a handful of industry players have actually pledged to honor the signal.

And that, privacy watchdogs say, shows why the government needs to get involved.

Senator Rockefeller is sponsoring a bill that would direct the FTC to write binding, industry-wide Do Not Track rules. There are similar bills in the House and the California legislature.

The Internet marketing industry wants to head off those efforts and insists it just needs more time to establish meaningful privacy controls.

For now, FTC Chairman Jon Leibowitz is willing to give the industry a chance before calling for legislation. Even without a government mandate, he noted, it's in the industry's self-interest to make Do Not Track work. After all, Leibowitz says, "nobody wants to be on the wrong side of consumers."

Sibling from NJ sold their enterprise for $100 million

What were your priorities at 21 ?? Maybe enjoying your final year at college or peparing for the further "post graduation" studies. Perhaps for this sibling-duo from New Jersey, "studies" and "job oppurtunity" is holding the last proritization in their current life. Afterall not everybody make $100 million dollars at the young age of 21.

In 2005, Catherine Cook and her brother David had an idea for a startup. The high schoolers flipped through a yearbook and wanted to make a digital version.
The 15-and-16-year-olds got to work and created MyYearbook. In the 6-year span, the duo raised $17 million in financing, grew the site to 20 million users*, and generated 1.2 billion monthly pageviews.
Today, a publicly-traded Latino social network, Quepasa, announced its $100 million acquisition of MyYearbook. The majority of the deal, $82 million, is Quepasa common stock. The other $18 million is cash.

Geoff Cook, MyYearbook's CEO and sibling of Catherine and David, wrote a letter to his 100+ employees:
"I don’t consider this an exit or the end. I consider it the end of the beginning, and I believe we have a lot more innovative products to create," he says.
Welcome to retirement Catherine, Geoff and David! Although we're sure this won't be the last company they create.

Apple may bid for Hulu

Apple Inc is in talks to potentially bid for video-streaming service Hulu, a person close to the situation said Friday.







The person, who said Apple is among several companies interested in Hulu, spoke on condition of anonymity because they are not authorized to talk about the matter. In early July, search giant Google Inc. was said to be among about a dozen companies in talks to potentially buy Hulu. Yahoo Inc is also believed to be interested. 

Hulu, which is owned by Disney, News Corp., Comcast Corp. and Providence Equity Partners , started presenting its financial information to interested bidders late last month, after an unsolicited offer prompted its board to look for other offers.

The online video service streams movies and TV shows from broadcasters ABC, Fox and NBC to computers and _ for a monthly fee _ to a number of Web-connected mobile devices such as smartphones and tablet computers. It expects its paid service, Hulu Plus, to have over a million subscribers by the end of the summer and its CEO, Jason Kilar, has said it is profitable.

For Apple, an acquisition of Hulu could bolster its iTunes store, which provides videos users can rent or buy, but does not currently stream content or offer a subscription streaming service. It could also help the Cupertino-based iPhone and iPad maker as it spars with competitors such as online video pioneer Netflix Inc., which offers both a DVD-by-mail and video streaming service, and Google Inc.'s popular YouTube video streaming site, which streams free, ad-supported videos and rents movies from several major studios.

Apple has plenty of available cash for making a deal. At the end of the last quarter, its horde of cash and securities totaled $76.2 billion.

And Apple CEO Steve Jobs , who is currently on medical leave, already has a connection with one of Hulu's owners: He's The Walt Disney Co.'s largest shareholder and a member of its board.

However, if Apple _ or any other company _ were to buy Hulu, there's no guarantee it would be able to continue streaming content from the company's current owners. A buyer may have to reach a new deal in order to license the content.

Forrester Research analyst James McQuivey said key to any deal involving Hulu would be an agreement for the continued streaming of its current video content. And if, as many analysts expect, Apple is developing its own TV set, the addition of Hulu would put the company in an ``amazingly powerful position,'' he said.

Hulu isn't interested in just exploring possible offers. Earlier this month Disney CEO Bob Iger told reporters that Hulu's owners are ``committed to selling.'' He spoke on the sidelines of an annual gathering of top media executives hosted by investment bank Allen & Co. in Sun Valley, Idaho. Iger's comments were reported by Bloomberg News and The Wall Street Journal.

BGC Partners analyst Colin Gillis said it makes sense that Apple would take a meeting with Hulu, but since part of Hulu's business is ad-supported it's contrary to Apple's current model of buying or renting videos. It makes more sense for Google or Yahoo Inc. to buy Hulu, he said.

``They're not the most logical buyers,'' Gillis said of Apple. ``Maybe peeling off a couple bills to keep it out of the hands of Google makes some sense.''

Still, as with any deal, he noted that whether or not it makes sense depends on the purchase price.

Microsoft too enters Social Networking

Internet giant Microsoft may soon be a player in the social domain. First spotted by fusible.com, going to socl.com reveals a landing page for a new social networking site where users can log in with their Facebook or Twitter accounts.

As of now, logging on to the site displays a message that reads, "Thanks for stopping by. Socl.com is an internal design project from a team in Microsoft Research, which was mistakenly published to the web. We didn't mean to, honest."

The service supposedly called "Tulalip" sounds like a real tongue twister but sounds catchy at the same time.

How Microsoft plans to makes its name in the social networking circle still remains to be seen. The fact that you can log in with your Facebook or Twitter account eliminates the need for you to have a separate login account all together.

Here is a snapshot of whois.com which proves their registration.


As of today, Microsoft's gaming hardware, the XBOX 360 is a market leader when it comes to social networking on gaming consoles with Twitter and Facebook integration on the consoles XBOX Live service.

Facebook is still the largest social networking group with over 750 million subscribers. Google Plus recently launched by the search giant already has an install base of over 10 million users.

Groupon valuation : a bubble ?

Analysts are questioning the $20bn-plus valuation being attached to Groupon, the loss making discount site that has announced its plans to go public.

Groupon confirmed on Thursday its plans to go public, raising an estimated $750m on the US stock markets at a price that could value it at potentially over $20bn (£12.23bn). The company will become the latest social media firm to go public, feeding an investor frenzy for new technology companies.

But after looking over the financial details released this week, some analysts are sceptical about the long-term prospects for the shares. "It's just not a rational valuation," said Sucharita Mulpuru, analyst at Forrester Research. "It's not based on logic, it's based on whatever the highest bidder will pay for the company."

David Menlow, founder and president of IPOfn Online, said: "At some point there is going to be a clear separation between fact and fiction. At the moment, investors can't get past the fiction." Menlow added that investors were making decisions based on "emotion" but that reality would eventually set in.

Groupon, a three-year-old Chicago-based start-up, released some figures with its filing announcement. In 2009, Groupon's first full year of business, the firm brought in $30.47m in revenues. In 2010 revenues reached $713.4m, according to its IPO filing.

The company sells coupons offering discounts to local businesses, taking a cut in any money the business makes. It has 83m subscribers across 43 countries, according to its filing, and has 7,000 employees – half of which are in sales. But for all its huge revenues, Groupon is loss-making and candidly admits it intends to continue losing more money. The company recorded a loss of $413.4m last year, and lost another $113.9m in the first quarter of 2011.

Last December, Google offered $6bn for Groupon, a figure many analysts described as absurd at the time. Now it looks set to be valued at more than three times that figure.

Mulpuru said Groupon has "spent $1bn to make $700m. How do they expect to make $2bn? None of their competition has gone away."

Alan Patrick, co-founder of analyst Broadsight, said Groupon's value was based on a belief that it could dominate the market for online discounts. "Neither of these capabilities are proven, both are risky, the long-term market is a low margin one – but right now is bubble time."

Groupon founder, Andrew Mason, made clear the risks the company faces in a letter to "potential shareholders". Mason warned that Groupon's path will have "twists and turns, moments of brilliance and other moments of sheer stupidity". The company may make financial sacrifices in pursuit of "ambitious bets on our future". Mason wrote: "Life is too short to be a boring company."

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