Read more of this story at Slashdot.

Read more of this story at Slashdot.

Mozilla platform engineer Rob Sayre has probably had better ideas.

Hoping Microsoft might allow Firefox on their new Windows Phone 7 Series, Sayre wrote an open letter this morning to Microsoft CEO Steve Ballmer. “Hola, amigo. I know it’s been a long time since I rapped at ya,” is how it starts.

He then proceeds to make fun of Windows Phone 7 Series, the iPhone, Cocoa Touch, and Unix — all in three concise paragraphs. He notes that Windows Phone 7 Series has a “busted” UI, calls the iPhone’s UI “ugly jelly beans,” and mocks the “allegedly cool” Cocoa Touch “stuff.”

Once he’s done with all of that, he asks Ballmer to consider making an NDK for Windows Phone. An NDK is a companion tool for an SDK that allows you to build parts of apps in native code. For example, it’s the Android NDK that allows Mozilla to make Firefox for Android.

There’s currently no plans to make an NDK for Windows Phone 7 phones — hence Sayre’s post. Without it, a version of Firefox for the OS is probably unlikely. And that’s may be a good bet anyway, considering Microsoft seems to be pivoting its new phones closer to the iPhone’s closed model rather than Android’s open one.

Sayre’s approach to the post apparently didn’t go over too well — he quickly followed up with an apology post, “Things I’ve Learned.” “Blog posts that sound like Jim Anchower really irritate people for some reason. I won’t do it again, I promise,” he writes.

In the next few weeks, the ReadWriteWeb events guide will take you from New York City, to San Francisco, to Portland, Oregon. Along the way you'll find a conference on search engine strategies, a showcase for startups, an in-depth look at the freemium business model, and a day filled with of social media case studies.

How do you like your events calendar? As a world map? As an iCal (and Google Calendar-importable) file? You can also import individual events using the link beside each entry. Know of something cool taking place that should appear here? Let us know in the comments below or contact us.

Sponsor

Search Engine Strategies New York Conference & Expo

Go beyond search at Search Engine Strategies New York. Learn the newest trends, strategic action plans, and technology that industry leaders are employing today. Our experts will trace the natural evolution of search exploring topics such as: digital asset optimization, mobile application development, transition from search to discovery and more.Book your pass today. Enter RWW15 to save 15% off the registration. Sessions include:

• Digital Asset Optimization
• Deep Dive Into Analytics
• Augmented Reality: It's a Brave New World
• Bringing SEO In-House: The Pros and Cons
• Advanced B2B Search Marketing
• Duplicate Content & Multiple Site Issues

S.F. Beta 4.0

After a long winter's hiatus, S.F. Beta is back, for its forth year straight! Join hundreds of founders, investors, developers, and technologists for a lively evening of demos, drinks, conversation, and new connections. Early bird tickets are available, and they're going fast. Register now for discounted admission. As always, we feature startup demos all night. This time around, the theme is Search & Discovery. If you're building the next Google (or the next Google acquisition), we want you here! Email cperry@sfbeta.com for more info.

Freemium Summit

The first Freemium Summit is a one day event focused on exploring what it takes to succeed under the freemium business model. Across all segments of the media landscape, entrepreneurs and executives are pioneering models that combine a free offering with a premium, paid offering. This hybrid business model is one of the most exciting areas of business model innovation impacting the world of media and the Freemium Summit will explore the most important topics on the minds of leading practitioners.

Confirmed Speakers: Toni Schneider, Automattic (WordPress); Matt Brezina, Xobni; Aaron Levie, Box.net; Phil Libin, Evernote; Tom Conrad, Pandora; Drew Houston, Dropbox; Ranjith Kumaran, YouSendIt; Ben Chestnut, Mailchimp; Lance Walley, Chargify; Isaac Hall, Recurly; and Lincoln Murphy, Sixteen Ventures.

Social Fresh Portland

The social media conference for marketers, Social Fresh is not about concept, but focused purely on case studies from the front lines. Learn what social media can really do for business bottom lines. Over the course of the day, you'll hear from 35 speakers from companies like Intel, Ford, Comcast, Nike and many more, as well as keynote Peter Shankman. Register now and use coupon code RWW15 for 15% off.

ConnectNow

TEDx CMU is an independently organized TEDx event that will be held on April 4th, 2010 at Carnegie Mellon University and will feature a full day of talks by prominent speakers as well as recorded videos from past TEDTalks. Confirmed speakers include Jonathan Fields (author, blogger and entrepreneur), Stacey Monk (founder of Epic Change, a startup nonprofit), Chase Jarvis (photographer, director and social artist) and Nathan Martin (CEO of Deeplocal, an innovation studio in Pittsburgh).

The theme of the event is "Fearless", and we are inviting speakers from cross-disciplinary backgrounds to talk about their experiences, and tell us a little about what inspires them to be fearless in the pursuit of goals. We hope to spark discussions and foster connections between participants, encouraging aspiring individuals to follow their dreams and make a difference. The event is free to attend, and the application deadline is March 21, 2010.

For more information about the event, visit tedxcmu.com or email info@tedxcmu.com. You can also find TEDx CMU on Facebook or follow us on Twitter.

ConnectNow

ConnectNow brings together international specialists and thought leaders in social media, emerging technologies and their intersection with business. Learn how the realtime web, location based services, augmented reality, ubiquitous computing and personalised services are changing marketing and communications. Understand the importance of trust in relationship marketing and what is "social currency". For more info email info@connectnow.net.au.

PubCon South

PubCon, the premier search and social media conference, features the industry's biggest names and key players shaping the future of the Web. PubCon South will include cutting-edge panel sessions exploring tracks dedicated to search, social media and affiliate marketing, an intensive professional search and social media training program, and some of the world's top keynote speakers. PubCon South at Dallas will also hold a one-day, two-track slate of intensive educational training programs led by some of the industry's most respected search professionals. The event takes place at the Richardson Conference and Civic Center. Register here.

Under the Radar: Cloud

Under the Radar: Cloud is must-attend event for dealmakers and heads of IT from large enterprises, SMBs, service providers, carriers and media companies who are responsible for helping their companies leverage new technology and innovation in the fast-evolving IT ecosystem. Join us for the 15th Under the Radar conference, featuring a hand-picked selection of the world's most innovative cloud startups among 350 top tech, media, telcom and finance executives. For ticket and more information, visit http://undertheradarblog.com.

FutureMidwest

FutureMidwest is the region's largest technology and knowledge conference. Founded by Adrian Pittman, Jordan Wolfe and Zach Lipson, FutureMidwest is the fusion of two successful conferences held in Michigan in 2009 - the Module Midwest Digital Conference and TechNow.

Both conferences highlighted how technology and digital tools have dramatically changed the way we do business and the effect this transition has had on companies. FutureMidwest kicks things up a notch with presentations, group breakout sessions, relationship-building opportunities and influencers who are taking action to redefine business in the digital age. Register here.

Social Fresh St. Louis

The social media conference for marketers, Social Fresh is not about concept, but focused purely on case studies from the front lines. Learn what social media can really do for business bottom lines. Over the course of the day you'll hear from 35 speakers from companies like Ford, Best Buy, Scottrade, Hardees, CMT and many more. Register now and use coupon code RWW15 for 15% off.

DrupalCon

DrupalCon is the premier conference focused on Drupal, the award-winning open source content management framework that is galvanizing social publishing and web development today. For a registration fee of $195, attendees get three full days of sessions led by the best and brightest Drupal experts.

Drupal has been downloaded over 2 million times since its inception, and project growth has doubled annually for several years. Drupal is used to deliver a wide variety of application types including blogs, wikis, community networks, digital media portals, and web content publishing and management.

Future of Money and Technology Summit

The Future of Money & Technology Summit will bring together the best and brightest thinkers around money, including visionaries, entrepreneurial business people, developers, press, investors, authors, solution/service providers, and organizations who work where cash and commerce collide. We meet to discuss the evolving ecosystem around money in a proactive, conducive to dealmaking environment. Featured speakers include Jolie O'Dell from ReadWriteWeb, as well as representatives from Wells Fargo Bank, Kiva, SharesPost, Jambool, Founders Fund, Outright.com, SoftTech VC, and many more.

Use discount code "rww" to get 10% off registration.

ReadWriteWeb Mobile Summit 2010

The ReadWriteWeb Mobile Summit 2010 will be an exploration of the latest Mobile development trends - both the technology and the emerging business applications. Get ready to explore, think and create the future of Mobile with the brightest in the industry, your peers! As in our last Summit, The Real-Time Web, the ReadWriteWeb Mobile Summit is an unconference.

An unconference is a participant driven conference where the agenda is created on the day, in real-time and discussions are lead by conference participants. Read about the history of unconferences.

We will have two main tracks at this Summit - Development and Business - so the Summit will be of interest to managers, marketers, developers, innovators, entrepreneurs and thought leaders alike. Here's a sample of some of the topics we'll explore in both of these tracks.

• 
  
• Geo-location services - what can you do using location as a platform?
• 
  
• Commerce & Marketing - as more and more consumers use smartphones, how can businesses utilize this channel?
• 
  
• Content, Publishing & Recommendations - the technologies and best practices.
• 
  
• Mobile Social Networking - how to tap into communities on mobile devices.
• 
  
• Internet of Things - the emerging opportunities from sensor and RFID data.
• 
  
• Augmented Reality - the technology and business applications of AR.
• 
  
• Native App vs. Browser Based - Including iPhone, Android, RIM, Palm, Windows Mobile and Symbian.
• 
  

Click here to register now, or to become a sponsor, or to help shape the conference.

FinovateSpring

FinovateSpring 2010 will again showcase the most cutting-edge financial and banking technology innovations to Silicon Valley and the world. With Finovate's signature mix of short, fast-paced onstage demos (no slides are allowed) from handpicked companies and intimate networking time with their executives, this conference packs a ton of unique value into a single day.

Come see the cutting edge of banking and financial technology and network with hundreds of the leading financial executives, venture capitalists, press, industry analysts, bloggers and fintech entrepreneurs. Early bird registration rates are available.

SF MusicTech Summit

The SF MusicTech Summit will bring together 700-plus visionaries in the music/technology space - the best and brightest entrepreneurs, developers, investors, service providers, journalists, musicians and organizations who work with them at the convergence of culture and commerce. We meet to discuss the evolving music, business and technology ecosystem in a proactive, conducive-to-dealmaking environment. Enter the discount code "rww" to get 10% off.

25 – 27 May 2010: Denver, Colorado

Glue

Glue is the only conference devoted solely to exploring the problem-sets facing architects, developers and IT professionals in a "post-cloud" world. Glue focuses on the APIs and protocols (Twitter, Facebook, Websockets, PubSubHubBub, XMPP), formats and standards (RDF/Linked Data, JSON, Microformats, HTML5), platforms and providers (Amazon, Rackspace, Google App Engine, Salesforce.com, Eucalyptus), Identity Protocols (OAuth/WRAP, SAML, OpenID, SPML) emerging NoSQL data models (Cassandra, CouchDB, MongoDB, Riak, HBase), and other mechanisms that are building the post-cloud world.

ReadWriteCloud will be blogging live from Gluecon and CloudCamp, and ReadWriteWeb's Alex Williams will be moderating the "Managing Complexity in the Cloud" session. Please join us May 25-27 in Denver, Colorado. ReadWriteWeb readers can receive 10% off of registration by using the code "RWW12".

Corporate Social Media Summit

The Corporate Social Media Summit is a two day conference focused exclusively on how big businesses can take advantage of social media to enhance their marketing/comms strategy. Featuring:

• Practical and relevant insights from peers who have already used social media successfully
• 20-plus corporate speakers (including PepsiCo, Whole Foods, Dell, McDonald's, General Motors, Citi, Johnson & Johnson),
• Best practice, benchmarks and practical next steps you can use to take advantage of social media in your business
• A tightly-focused agenda with 14 in-depth, practical workshops giving you knowledge on only the most critical business issues surrounding corporate use of social media

Cloud Computing World Forum

The 2nd annual Cloud Computing World Forum is the perfect event to learn and discuss the development, integration, adoption and future of cloud computing and SaaS. Building on the success of the 2009 show, this two day conference and free-to-attend exhibition will provide a focused platform for the global cloud and SaaS industry. Show highlights include:

• Co-located with CloudCamp London
• Co-located with Green IT conference
• Free-to-attend exhibition with seminar and scenario theatre
• Free-to-attend evening awards presentation
• Hear from leading case studies on how they have integrated cloud computing and SaaS into their working practices
• Learn from the key players offering cloud and SaaS services
• Evening networking party for all attendees

FinovateFall

FinovateFall will return to Manhattan on Tuesday, October 5 to showcase dozens of the biggest and most innovative new ideas in financial and banking technology from established leaders(...)

When I came to the U.S. in 1980, I was young and naïve. I used to think that corruption and ethical lapses were just a third-world ill. Eventually, I became a tech CEO and learned the harsh realities of American business. Yes, standards are much higher, and breaches are punished, but the temptations are just the same here as they are in any other country. Ethical lapses (which are a form of corruption) are quite common.  You watch stories about these on TV every other day and read about them on TechCrunch.  It was the ethical lapses of our financial institutions that threw our economy into a tailspin, and for which we are paying the price, after all.

It is best to be aware of the temptations and to prevent the lapses from occurring. As Enron, Bernie Madoff, and Lehman Brothers have shown, it’s a slippery slope. Once you start compromising your values for short-term gains, there is no turning back. Business ethics are not something you need to start worrying about when your company reaches a certain size; they need to be sewn into the fabric of your startup from the get-go. The lessons are the same for tech businesses as they are for investment banks and for third-world economies.

Harvard Business School professor Michael Beer researched the difference between companies that perform at high levels for extended periods and those that implode when they reach a certain size. When analyzing the spectacular failures in the recent financial meltdown, he found that:

· Of the original Forbes 100 (named in 1917), 61 had ceased to exist by 1987.  Of the remaining 39, only 18 stayed in the top 100, and their return during the period 1917 to 1987 was 20% less than that of the overall market.

· Of companies in the original Standard & Poor’s 500-stock index of 1957, only 74 remained in 1997; of these, only 12 outperformed the S&P 500 in the period 1957 to 1998.

· The average CEO tenure in the U.S. is 4.2 years, less than half the 10.5-year average in 1990.

Beer posited three core reasons for the failure of so many Wall Street firms in the fall of 2008: the firms lacked a higher purpose (in other words, they were focused on short-term gains, profits, and bonuses); they lacked a clear strategy; and they mismanaged their risk. Companies like Charles Schwab and US Bancorp were able to avoid the fallout by having a laser-like focus on customer service and on honesty and transparency. Neither company touched the subprime mortgage securitization market, because they saw it as risky and simply not the kind of business that served the company’s long-term interests.

Even outside Wall Street, companies like Cisco Systems, Southwest Airlines, and Costco Wholesale, with the strongest sense of higher purpose, achieved the greatest success. Take Costco. Wall Street analysts have long chastised Costco’s management for paying high wages and keeping employees around for a long time, because this results in higher benefits costs. But the company’s CEO, Jim Sinegal, lives by his belief that keeping good employees is strategic for Costco’s long-term success and growth. The company’s per-employee sales are considerably higher than those of key rivals such as Target and Wal-Mart; customer service at the stores is phenomenal and fast; and Costco continues to expand, both in number of warehouses and in products and services for business and consumer customers. The culture of the company flows downward from Sinegal and his focus on employees and, by extension, to customers.

One of the problems that Beer found with the failed banks was that their employees lacked the ability to “speak truth to power”. Employees felt intimidated by superiors; the institutions’ internal voice of conscience and purpose was silenced by a maniacal focus on short-term profits and whatever scheme would bring them in. The silencing of employees who sought to challenge strategy and risk-management practices likely also undermined the banks’ moral authority and emboldened those who already felt inclined to do the wrong thing. With a muted internal voice, these organizations lacked a moral compass. As a result, they drove off a cliff with astonishing speed.

The same things happen in Silicon Valley companies.  I asked management guru — and head of the CEO Institute of Yale School of Management — Jeff Sonnenfeld for his advice on how startups can sow the seeds for building a Cisco or Costco. Here is Jeff’s advice:

1)  Create a culture of openness and welcome dissent – Internal constructive critics are your best friends — too often, founders are blinded by their own enthusiasm for their creative vision and then are surrounded by sycophants, kissing up. Founders who fall out of touch rapidly lose their ethical bearings. At Intel, founder Robert Noyce and Gordon Moore did not look for sycophantic followers in selecting the brilliant, contentious, but relentlessly honest Andy Grove as their colleague and successor. Similarly, Craig Barrett and Paul Otellini have consistently fought for different points of view internally — without undermining the enterprise, and always reinforcing Intel’s self-critical core ethic.

2)  Lead by example.  The authenticity of the leader’s character is essential — if colleagues don’t believe you, they will not take needed risks on your behalf — such as training subordinates to be able to do their own jobs.  Startups are often defined by the hip clichés of VC firms, adoring press, and HR consultants — but the startups don’t really practice what they preach.

3)  Learn from immediate peers or distant models. Too often, founders atrophy because they believe that the unique quality of their business or technological mission means that they too are truly unique in leadership values.  Steve Jobs has patterned himself after Polaroid founder Ed Land — and tried to learn from Land’s strengths and weaknesses.  Henry Ford regretfully once claimed “History is bunk” but in reality revered Thomas Edison.  Michael Dell put legendary tech entrepreneur (Teledyne) and educator Dr. George Kozmetsky on his board right from the start to learn from this brilliant then septuagenarian.

4)  Recognize your own fallibility as a leader, know your limits, and beware of the myth of immortality.  Entrepreneurs often are horrified at the thought of leadership succession. The founders of great firms such as Google, Cisco, Amgen, and Microsoft have known that they would need to prepare for a day when they no longer could be the lone day-to-day internal boss, primary external ambassador, and symbolic cultural icon. The founder of the original (pre-Starbucks) coffee house chain Chock-Full-o-Nuts started his first café on Broadway 43rd Street in 1923 and was a great national success.  Sadly, sixty years later, as a dying man who had been flat on his back for two years at Massachusetts General Hospital in Boston, he still clung to the job of leader of the enterprise, his full-time physician serving as acting president.

5)  Remember that institutional character — like a liquid cupped in your hand — is fragile; easily lost; and hard, if not impossible, to regain. Egomaniacal moves, personal grandiosity, greed, and deception create impressions that are hard to erase.  Whole Foods founder, John Mackey, sabotaged the integrity of his own exalted brand, damaging the company’s internal pride and customer admiration far more badly than any competitor could have, due to his self-inflating and his misleading “anonymous” blogging, hiding his identity through an anagram of his wife’s name, “rehodab.”

I’ll add another very important point: Establish an independent board. Venture firms often demand a majority of board seats as a condition for their investments. Conflicts invariably arise. The board begins to serve the needs of VCs and management, rather than of the company itself, which loses the independent voice to warn it not to do the wrong things. The inconvenient truth is that all board members have a fiduciary duty to act in the interests of the company, and not in their own interests. Board members must not engage in transactions in which they or their partners stand to gain. They are legally required to avoid these conflicts of interest.

Finally, remember that in business, you have to make tough choices at every juncture. Though business decisions usually have clear consequences and outcomes, ethical decisions are always hard. Making the right choice doesn’t always bring success, but ethical lapses almost always lead to failure. No matter what the consequence, doing what’s ethical and right is always the better long-term strategy.

Editor’s note: Guest writer Vivek Wadhwa is an entrepreneur turned academic. He is a Visiting Scholar at UC-Berkeley, Senior Research Associate at Harvard Law School and Director of Research at the Center for Entrepreneurship and Research Commercialization at Duke University. Follow him on Twitter at @vwadhwa.

Si l’iPhone a su le rendre cohérent l’utilisation d’un écran tactile comme unique support pour contrôler des jeux , l’iPad pose encore quelques doutes aux éditeurs.

Pour ceux-ci, bien que les jeux iPhones soient nativement compatibles avec l’iPad, ils ne conviennent pas forcément au format de l’appareil. Pourtant, l’iPad sortira le 3 avril et peu de nouveaux développements adaptés sont actuellement annoncés.

Chez Ngmoco, 6 titres sont tout de même prévus à la sortie de la tablette mais Neil Young, CEO de la société avoue être un petit peu déçu du résultat que donne leurs jeux sur plus grand écran. Ils préfèrent attendre les premiers retours avant de spéculer sur d’autres titres.

Ngmoco est un éditeur important sur iPhone qui a notamment racheté Freeverse.

A suivre sur L’iPad et les jeux

Stardock CEO going on modding sabbatical after Elemental ships originally appeared on Joystiq on Sat, 20 Mar 2010 04:00:00 EST. Please see our terms for use of feeds.

Stardock CEO going on modding sabbatical after Elemental ships originally appeared on Joystiq on Sat, 20 Mar 2010 04:00:00 EST. Please see our terms for use of feeds.

Earlier today, Steve Jobs talked publicly about his life saving liver transplant for the first time at a press conference where California Governor Arnold Schwarzenegger introduced new legislation to encourage and make easier organ donation.

Jobs, whose health was a subject of great speculation before he eventually took a leave of absence from Apple in January 2009, spoke of the gap between the amount of livers needed and the amount available in California. The Apple CEO ultimately received his transplant in Tennessee.

You can see Jobs’ remarks at around the 13:00 mark in the video below. Meanwhile, for details of what California is doing to improve the organ donation process, check out Governor Schwarzenegger’s site.

Tags: apple, arnold schwarzenegger, steve jobs

I didn’t have the same problems at SXSW this year that some people did. Was it too crowded at some events? Sure. But there were plenty of alternative things to do. Did some of the keynotes bomb? Yes. But there were plenty of other things to listen to. Did AT&T fail? No. Actually, they did an awesome job keeping the network up. Instead, I had a problem of a different kind: check-in fatigue.

Seeing as location was this year’s Twitter at SXSW, and seeing as I write a lot about location, I wanted to try to use as many of the services as I could during the actual conference. I drastically underestimated how much work that would actually be.

At first, I was using all of the services I had on my phone to check-in when I arrived at a place in Austin. This included: Foursquare, Gowalla, Loopt, Whrrl, Brightkite, Burbn, MyTown, CauseWorld, Hot Potato, Plancast, and (at certain places) Foodspotting. Even with great AT&T service, this would take a solid 10 minutes or more to check-in to all of them. And it took even longer when I’d have to pause to explain to my friends what the hell I was doing on my phone all that time.

This was at every venue we stopped at. The situation simply wasn’t tenable.

By the second day, I had cut the services I would check-in to in half. It still wasn’t close to being something I would consider doing on a regular basis. By the end of my time in Austin, I was down to using only two services — yes, the two in the midst of the “war” — Foursquare and Gowalla.

Pretty much everyone I knew in Austin were also using both Foursquare and Gowalla to send out all their check-ins. And all seemed to agree: it was still too tedious to use even just two services to do the same thing. In the end, there should be only one.

And so it should be no surprise that a few companies are already working on a solution for this problem. One is by the creators of Brightkite, who managed to obtain the killer check.in domain name. The team showed me a preview of the app at a party one night, and I immediately knew it was exactly what I needed (see a preview of it here).

But there’s a problem with this solution too. Currently, Gowalla’s API is read-only, which means you actually can’t use another app to check-in to the service. I spoke with CEO Josh Williams a bit about this just prior to SXSW, and he noted that the main thinking behind this is to maintain the user experience Gowalla is looking for (a very Apple-like argument). But, he did say that eventually he thinks they will open up a two-way API — maybe once they have time to create some best practices documentation, he noted.

Another problem is that currently each of these check-in services has their own places database. That means that a place on Foursquare may be slightly different than a place on Gowalla, even though they’re technically the same place. Worse, there are plenty of duplicates for some venues since people are allowed to create their own. Check.in works around this place problem by doing a look-up on each service and letting you pick the correct check-in spot. But it’s a bit slow, and still seems rather tedious.

A better solution would be for the various services to adopt a standard for places. The Activity Streams group is working on such a concept. Yahoo may also be able to implement such a system on top of its WOEID system. Of course, any service that adopts such a standard would be risking at least part of their business since these place databases are one of the keys to each service.

Meanwhile, Facebook is thinking about aggregating data from both Foursquare and Gowalla for its own upcoming location implementation. Might that be the one location stop to rule them all (of course, the writing back to Gowalla would still likely be an issue)? Not if Twitter has anything to say about it.

I love that all these startups are emerging around location right now (at least a dozen more have emailed me just since I’ve been back from SXSW). But I’m starting to worry that this is going to turn into a repeat of the social wars, where we all have 15 different profiles we constantly have to update across a range of networks.

During our Realtime Crunchup last year, I brought up this issue during our panel on location. All the players on stage (including Twitter, Foursquare, Hot Potato, Google Latitude, GeoAPI, and SimpleGeo) seemed to want to say that they could all get along and play nicely together for the betterment of location as a whole. I didn’t buy it then, and I’m definitely not buying it now.

From a business perspective, it doesn’t make sense for these guys to all play nicely with one another and make it so you don’t have to use their services. The need to take steps to ensure that you will use their service, and will do so instead of a rival service. That’s the way it works, and that’s the way it has always worked. And that’s why it’s a war. Right now, it’s just the early stages where all sides are arming themselves. Soon, they’ll try to kill one another. And that may not be such a bad thing.

[photo: flickr/intagiblearts]

Lisa M. Krieger / Mercury News:
Apple CEO Steve Jobs joins Schwarzenegger to push organ donor registry  —  Saying a liver transplant saved his life, Apple CEO Steve Jobs convinced California lawmakers to draft organ donation legislation, unveiled at Stanford's Lucile Packard Children's hospital Friday morning.

During my recent trip to India, I flew down to Bangalore for one reason: To meet N.R. Narayana Murthy. Murthy is the co-founder, executive chairman and former CEO for 21 years of Infosys, the first Indian company to go public on Nasdaq and effectively the company that began the $30 billion Indian IT outsourcing market.

Murthy’s idea was so successful that it quickly became controversial—not only within the United States where some Americans feel Indians are “stealing jobs,” but also in India where many are concerned about a tech economy that doesn’t make anything. I wanted to meet with Murthy, because in many ways he’s the best person to address what Indians at home and abroad are facing and where Indian entrepreneurship goes from here.

Here are a few highlights from our meeting:

His Day Job. Murthy thought he was stepping down from Infosys back in 2002, but he couldn’t fully let go. As such, he still works pretty much full time for the company, traveling to meet with customers and running a lot of the company’s mentoring and training programs. The more surprising aspect of his job: He personally signs off on the architecture of every building on each one of Infosys’ campuses that employ some 17,000 people around the world. The one we were sitting in was spread of eight acres and had some remarkable buildings, including one that looked like the Luxor casino in Las Vegas.

I asked why this was a top priority—after all, many Valley campuses are plush but from an architecture standpoint look about the same. He said when GE and other American multinationals were starting to come into his business everyone thought Infosys would lose the local talent war. So Murthy studied why people want to work at a particular place. One of the results was the comfort and design of the facilities. That was in 1994 when Infosys was designing the very building we were sitting in as we had this conversation. “I’ve been in charge of every building since– all over the world,” he says.

Hurting or Helping Local Entrepreneurship? Given exactly how plush Murthy and his colleagues have worked to make Infosys, has he indirectly hurt Bangalore’s entrepreneurship scene by making the risk of leaving so daunting? He smiled when I asked this and said, “We may have unwittingly. But I do feel like the spirit of entrepreneurship is alive and kicking in Bangalore.”

Further, I asked about Bangalore’s Zippo-flipping, free-spending generation of young techies who’ve graduated to a huge wave of multinational jobs that pay them far more than their parents ever made, in many cases more than the rest of their families combined. Murthy didn’t deny that that instant-gratification, “gimmie” contingent was strong in the city he helped build, economically speaking. But he blames the Internet and the mass-cross-pollination of Western pop culture, not the bigger paycheck from companies like his.

“We are moving towards a uniform, global culture with an intense competitive spirit and an intense desire for instant gratification,” he says. “But I have a firm belief that each generation is better than the previous one. The Indian entrepreneurs today are more daring than we were.” (This from a man who became a capitalist after after hitchhiking across communist Eastern Europe and getting thrown in jail for chatting up someone’s girlfriend on a train. “More daring” is a tall order, young Indian techies.)

Is India’s Tech Community Too Addicted to Services? Clearly, services has been a great business for Infosys and the hundreds of dollar-millionaires and even more rupee-millionaires that the company’s generous stock program has created. But a lot of Indian CEOs and investors complain that in most cases services-based tech businesses are a great way to get revenues quick, but not a way to build a huge, high-growth business. There’s a big question of whether India’s tech sector has a worrying lack of product-building know-how.

Murthy says it’s a progression. “India missed the industrial revolution, but Indians had intelligence,” he says. “We had to make do with pen and paper. We were always forced to look at the abstract. What is happening in India today is the creation of jobs. Let’s create jobs as long as they are legal and ethical, it doesn’t matter, as long as we make money. The time will come for creating products. I wouldn’t lose sleep over this. If we create enough jobs we’ll raise the confidence of the youngsters and they’ll create products.”

India’s Infrastructure. Here’s something it’s hard for even Murthy to be upbeat about: India’s shoddy physical infrastructure. Murthy has traveled the world and it’s frustrating that so much money has poured into the country he loves, and yet, the infrastructure is still so shockingly bad.

There is progress—Infosys for instance has benefited from a new overpass that cuts down on the drive to the campus by more than thirty minutes. (See!) But it’s not moving nearly fast enough, he says. “I don’t know if we will reach the level of the United States or China,” he adds.

Murthy gave a more nuanced explanation than the usual “it’s corruption” answer you get in India. He explained that 65% of India’s population lives in rural areas and 35% live in cities. And there’s such polarity between the quality of life that politicians have to appear to be doing more for the villages than the cities if they want to get re-elected. That leaves prosperous economic cities blighted by poor sewage systems, pollution spewing generators and beggars weaving through traffic tapping on car windows. “Different emerging nations take different paths,” he says. “In China, they chose to emphasize giving people economic freedom first and political freedom second. In India we chose the opposite path.”

Hurting or Helping US-based Indians? All you have to do is read the comments on one of Vivek Wadhwa’s posts to see the ugly, anti-immigrant, anti-Indian fervor that’s been whipped up in America, post-recession. A lot of it has to do with outsourcing. I asked Murthy if he felt his company and industry’s huge success has indirectly made life harder for Indian-Americans. He turned the blame on xenophobes like Lou Dobbs and grandstanding politicians who use the wedge issue to get viewers and votes.

But it’s an issue he has to address a lot. He answers it by saying every morning he gets up and gets a Pepsi out of his GE Fridge and drives his American car to work where he sits down at his Dell computer. India used to have companies that made soft drinks, refrigerators, cars and computers. But the American ones were better. Allowing them in hurt Indian workers in the short term, but provided a far better quality of life for a much bigger swath of Indians long term. He argues outsourcing has done the same thing for US companies. Greater efficiencies and cost-savings enables these companies to stay competitive and there’s no reason they can’t—in theory—plow those savings into better local jobs or job training.

This argument isn’t going to pacify hate-mongers, because nothing will. Murthy knows that too and while he regrets it, he seems to accept it as reality.

Advice for Entrepreneurs. Murthy has started a $170 million venture fund, so although he spends most of his time still at Infosys, he clearly cares about encouraging the next generation of entrepreneurs. He had two big pieces of advice for them. One, be able to articulate what you do in one sentence. If you can’t, you don’t have a good idea. And two, make sure the market is ready. Businesses are killed, not congratulated, for being ahead of their time.

The über-private and über-reclusive Apple CEO Steve Jobs made a rare non-keynote public appearance on Friday, joining California governor and action-film hero Arnold Schwarzenegger to promote organ-donation legislation....

What is your recession sales strategy?

As it promised back in January, Affiliated Media, the holding company for newspaper chain MediaNews Group, has emerged for Chapter 11 bankruptcy protection. The owner of the Denver Post and San Jose Mercury News was able to shrink its debt from a staggering $930 million debt to a more manageable $165 million. That 82.3 percent reduction in its debt, allowed it to end the bankruptcy period. This was a pre-packaged reorg, meaning its lenders are all in agreement. None of the newspapers will be affected, and Dean Singleton will remain chairman and CEO. Release

As it promised back in January, Affiliated Media, the holding company for newspaper chain MediaNews Group, has emerged for Chapter 11 bankruptcy protection. The owner of the Denver Post and San Jose Mercury News was able to shrink its debt from a staggering $930 million debt to a more manageable $165 million. That 82.3 percent reduction in its debt, allowed it to end the bankruptcy period. This was a pre-packaged reorg, meaning its lenders are all in agreement. None of the newspapers will be affected, and Dean Singleton will remain chairman and CEO. Release

Let’s say it’s 2005 and online video is in its infancy. If you’re a Chad Hurley, Steve Chen and Jawed Karim, how much would it cost to start up and run a video sharing site with the hopes of flipping it for more than $1.6 billion? As of this week we know, thanks to confidential Profit and loss information released as part of filings that have been made public in the copyright infringement case between Viacom and YouTube.

Based on those filings, we were able to put together some numbers about how much it cost to run YouTube leading up to the Google acquisition. During the first 18 months of YouTube’s operations, from February 2005 when the domain was first purchased through August 2006 when it was desperately seeking acquirers, the fledgling video company spent more than $11.5 million to grow its user base big enough to become attractive to Google.

Most of that money — about $8 million or so — went to paying for infrastructure needed to run the site, with a vast majority of that money going toward the site’s web hosting costs. In the three months from June 2006 through August 2006, the company was spending about $1 million each month on hosting costs alone, and that wasn’t even taking into account data center costs that YouTube was also paying for or ad serving costs as the firm began selling its own advertising.

In addition to web infrastructure costs, YouTube had other operating expenses and personnel costs to contend with. In the first 18 months of its existence, YouTube spent about $3.6 million on employee compensation, travel, facilities, costs and the like. By November 2005, its regular operating expenses were about even with infrastructure costs — at a little more than $130,000 per month, but not long after that, the company’s web hosting bills really started to take off as the video sharing site gained traction.

It wasn’t until December 2005 that YouTube started clocking revenue — a meager $15,000 during that month — and by that point, the company had spent more than $400,000 on operating and infrastructure expenses. But costs began to increase rapidly after that, and topped out at about $2.6 million during August 2006 — just two months before Google’s purchase of the company was made public.

YouTube was never profitable before the Google acquisition — in fact, it pulled in just $5 million in revenues during its first 18 months — but it came close in August 2006, which might have been one reason that Google had an interest in the firm. That month, it posted revenues of $2.5 million. The site did post a gross profit of more than $575,000 during the month if you don’t take into account its monthly operating expenses. Otherwise, with total opex of about $2.6 million, the site fell about $100,000 shy of hitting profitability.

The site raised about $11.5 million in two rounds of financing before being bought by Google in a deal valued in excess of $1.65 billion in October 2006 — which wasn’t a bad return on investment for YouTube’s investors or founders. Famously, though, YouTube has yet to reach profitability, in part because Google had remained committed to growing its user base after its acquisition.

As reported in Viacom’s filings, Google CEO Eric Schmidt mandated for the company to focus on aggressively growing the site, aiming “to grow playbacks to 1b/day [one billion per day].” That mandate remained in place until early 2008, when Schmidt decided the site should shift its focus to monetization of its video assets. Since then, the company has been increasingly focused on bringing more premium content to the site and increasing the number of videos it can place ads against. That focus means that the online video site might finally become profitable this year, according to some analyst projections.

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During an event to introduce the first living organ donor registry in the country today, Apple CEO Steve Jobs told a crowd he "almost died" waiting for his own transplant in 2009.

According to The Mercury News, Steve told California Governor Arnold Schwarzenegger that 21,000 Californians are waiting for organ transplants.

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There’s been so much push for digital, downloadable content lately that we’ve almost forgotten about our old friend, the compact disc. Even though CD sales are plummeting each time our little planet makes another obit around that bright, flaming thing in the sky, the big boys don’t seem to be willing to throw in the towel just quite yet. In fact, UMG is working to implement a new pricing structure that will hopefully bring CD prices down to a maximum of $10 a pop.

UMG plans to make up the difference with more units moved, and with a push for “deluxe” versions of albums that will cost a bit more, but come with all sorts of fun and exciting extras.

“We think [the new pricing program] will really bring new life into the physical format,” Universal Music Group Distribution president/CEO Jim Urie

The new structure plans to keep a 25% wholesale profit margin. So an album you pay $10 for, wholesellers will get for $7.50. We’ll see if that’s enough to get everyone on board with the move. People already behind it include Newbury Comics CEO Mike Dreese and Trans World Entertainment CEO Bob Higgins. The rest of the music industry doesn’t seem too excited though.

But they’d better do something if they want to get CD sales out of their current nosedive. 2008 saw 360.6 million units, barely over half of the numbers in 2000. iTunes and other retailers seem to have set 10 bucks as the magic number people will buy albums at. Granted, if people are willing to shell out $10 for a digital album, a little more isn’t so unreasonable for a physical copy. With art, liner notes, and all the rest.

Universal’s move here seems to show the music industry is finally starting to look into some longer term solutions that just suing everybody left and right. We’ll have to wait and see if any of the other big labels make similar moves.

[Billboard]

Banks, cable companies, and utilities all want to get rid of their paper bills and get customers on their electronic billing systems. Just as there were back-office billing providers for the paper era, there are now back-office electronic billers. A company in Charlotte, North Carolina called Transactis is one of them, and it just raised a $2.5 million round led by New York City-based Metamorphic Ventures. CEO Joe Proto and other existing shareholders also participated in the round.

Transactis works primarily with banks and payment processors to take over the whole e-billing process for them, from presenting the bills via email to collecting the cash. More and more consumers are opting to go paperless (it’s the green thing to do), and companies save on the paper, printing, and postage costs.

Email billing is a growth business, and Transactis is carving out a nice little niche for itself.

By Scott M. Fulton, III, Betanews

The key issue at the heart of Viacom's case against Google and YouTube, filed in March 2007, concerns whether an Internet service that probably knows that files are traded or shown illicitly or without license there, deserves the "safe harbor" provisions of the Digital Millennium Copyright Act that protect ISPs from liability for their customers' actions. In a summary judgment motion filed yesterday with US District Court in New York and unsealed this morning, Viacom is bidding to have the judge wrap up the case -- an obvious signal that it believes its case is already strong enough.

As US law stands now, a service such as Grokster or the original Napster (not the Best Buy division that today uses that name) is liable when it intentionally establishes its service for the express purpose of trading in illicit files. It's especially liable when it finds some way to advertise itself for that purpose. An Internet Service Provider such as Comcast or Cox is not liable when its service is used for accessing one of these sites, when it doesn't advertise or offer these services explicitly, and when a customer can access them without direct intervention from the ISP. And a video site such as Veoh is not liable when any measure it might take to stop customers from sharing illicit files may also conceivably infringe upon the free speech rights of other customers who may not be trading such files.

Google, the current owner of YouTube, has been arguing the Veoh case in its own defense. But Viacom's argument -- which courts have been wrestling with for over two-and-a-half years and which we now know today -- is that YouTube is a different, special case. It's more like Grokster, it argues, in that it was founded on the principle of gathering an audience around illicit files.

"Defendants are liable under Metro-Goldwyn-Mayer Studios Inc. v. Grokster Ltd., because they operated YouTube with the unlawful objective of profiting from (to use their phrase) 'truckloads' of infringing videos that flooded the site," reads the opening passage of YouTube's founders single-mindedly focused on geometrically increasing the number of YouTube users to maximize its commercial value. They recognized they could achieve that goal only if they cast a blind eye to and did not block the huge number of unauthorized copyrighted works posted on the site. The founders' deliberate decision to build a business based on piracy enabled them to sell their start-up business to Google after 16 months for $1.8 billion. The Supreme Court in Grokster found no legal or societal justification for such intentional copyright infringement."

FOR MORE:

• Viacom and YouTube: Timeline of pertinent events by Tim Conneally

In a talking points document released today (PDF available here), Viacom cites various e-mails from various YouTube and Google executives, including YouTube founders Chad Hurley (CEO) and Steve Chen (CTO). Assuming these excerpts were not taken out of context, which is possible, they indicate that YouTube's founders were clearly building up a high-audience business with illicit files at their core, with the intention of selling out to somebody as soon as possible.

One excerpt has Chen suggesting that YouTube, apparently during its startup phase, "...concentrate all our efforts in building up our numbers as aggressively as we can through whatever tactics, however evil." Another suggestion, by an unnamed YouTube exec in response to an non-excerpted suggestion -- apparently asking, where should be get all this content -- reads, "Steal it! . . . We have to keep in mind that we need to attract traffic. How much traffic will we get from personal videos?"

And one excerpt attributed to Chen suggests that the whole legal process of handling DMCA takedown notices is so long and dragged on, that by the time YouTube should ever comply with one, it would be too late anyway: "But we should just keep that stuff on the site. I really don't see what will happen. What? Someone from CNN sees it? He happens to be someone with power? He happens to want to take it down right away. He get in touch with cnn legal. 2 weeks later, we get a cease & desist letter. We take the video down."

Viacom's argument that Google knows what kind of trafficking goes on via YouTube is substantiated by evidence in the form of e-mails, evidently sent prior to its acquisition of YouTube, from executives objecting to elements of what they perceived to be its business model. One message from Google's then-VP of Content Partnerships David Eun (now with AOL) to CEO Eric Schmidt cautioned, "I think we should beat YouTube . . . but not at all costs. [They are] a video Grokster." And in another excerpt, an unnamed Google executive asks, "Is changing policy [to] profit from illegal downloads how we want to conduct business? Is this Googley?"

Evidence cited in Viacom's motion for summary judgment tells the story of how Google Video failed to be competitive against YouTube, even though its engineers persisted with efforts to filter out illicit content. One memo cited says Google Video may have been throwing out 90% of its uploads, for containing suspected copyrighted material or for being generally indecent.

"But Google's good intentions and compliance with the law were not paying off," Viacom argues. "YouTube was way ahead of Google Video in the race to build up a user base. Google executives understood that YouTube's success was largely due to what they euphemistically labeled its 'liberal copyright policy' of freely allowing infringing material. Losing the user race to YouTube because of the latter's copyright infringement, Google Video executives engaged in a 'heated debate' in 2006 'about whether we should relax enforcement of our copyright policies in an effort to stimulate traffic growth.' A top senior executive, Peter Chane, Google Video's Business Product Manager, argued point blank that Google Video should 'beat YouTube' by 'calling quits on our copyright compliance standards.' Chane specifically advocated switching Google Video to YouTube's 'reactive DMCA only' policy because 'YouTube gets content when it's hot ([Saturday Night Live's] Lazy Sunday, Stephen Colbert, Lakers wins at the buzzer)' and it '[takes us too long to acquire content directly from the [legitimate] rights holder.'"

It is that statement which Viacom appears to present as a smoking gun: a suggestion from a Google Video executive that it should acquire its competitor solely because its allegedly illegitimate business model is more successful than its own, legally compliant one.

In Google's memorandum in support of summary judgment in its favor, filed after Viacom, its attorneys do not take the tack or rebutting Viacom's scorching citations -- which, if substantiated, could theoretically become the basis for future criminal complaints. Instead, Google reiterates the argument that it's a service provider which, like Veoh, is entitled to safe harbor since it looks the other way, and does not actively seek infringing uploads.

Citing the Veoh finding, Google's attorneys argue, "What matters is that Veoh 'established a system whereby software automatically processes user-submitted content and recasts it in a format that is readily accessible to its users...Inasmuch as this is a means of facilitating user access to material on its Web site,' Veoh did not lose the safe harbor 'through the automated creation of these files.' YouTube is indistinguishable from Veoh in these respects."

YouTube, Google argues, did not have direct knowledge of the circumstances whereby the specific content Viacom claimed was infringed upon (much of it from Paramount) was shared with YouTube users. Since Viacom's arguments must, at some point, focus themselves upon the specific infringing of the content in question, the DMCA protects YouTube on that count as well, Google continues. But all that may be moot, Google points on, by virtue of the fact that under current US law, the alleged infringers must have directly profited from their actions. YouTube gains revenue through advertising.

Writes Google, "A service provider loses safe harbor eligibility only if the plaintiff can show both that the service provider had the right and ability to control the alleged infringements and received a financial benefit directly attributable to those infringements...As with knowledge, the DMCA's control inquiry is specific, not general. The analysis focuses on the service provider's legal and practical control over the particular infringing activity at issue. The statute's text makes that clear: The question is whether the service provider has the right and ability to control "the infringing activity" alleged by the plaintiff and to which a financial benefit is directly attributable."

A number of declarations in support of both motions were filed today. One supporting Google was particularly interesting, because it goes to specifically that last paragraph: It's from the owner of a marketing firm who promoted the works of recording artists who appear on MTV, a Viacom property. He claimed that some of the very works Viacom claimed were infringed upon through unauthorized uploading to YouTube, actually were authorized by none other than MTV itself, as part of the promotion of the artists under his contract.

If Google's interpretation of the law is affirmed, and if this gentleman's claims are proven, then this whole case could become history faster than a judge can even say "summary judgment."

Apple's iPhone App Store is still crushing its peers, especially in the number of applications available to consumers.

Mobile apps have been around for years, but Apple was the first to make them popular with normal people. Now everyone else in the mobile industry is struggling to catch up, and it's been a big advantage for Apple's iPhone and iPod touch. (And, coming soon, the iPad.)

Apple currently has about 170,000 apps available, according to AppShopper.com. Its next closest competitor, Google Android, has about 30,000 apps available, a company exec recently said. Research In Motion has more than 5,000 apps available, according to the company. And Palm has "over 2,000 apps" in its app catalog, CEO Jon Rubinstein said yesterday on his company's earnings call.

Read the rest of this story »

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• CHART OF THE DAY: Apple's Mac Sales Set To Beat The Street Again

Apple has been very busy on the mobile front, with the iPad launching in two weeks and iPhone OS and hardware upgrades expected this summer. However, Apple hasn't forgotten about its Mac business--sources for AppleInsider report that long overdue updates to Apple's Cinema Display and Mac Pro will be also appear by June.

Expected to join the 24" LED Cinema Display that Apple launched in October of 2008 is a 27" LED Cinema display based on the same panel currently used in the 27" iMac. Issues with the panels caused problems for Apple that resulted in shipping delays for the 27" iMac, though those problems have been rectified. The 27" LED Cinema Display has the same resolution as the current 30" Cinema Display, though it is 16:9 instead of 16:10. It's introduction should finally lay to rest the 30" model, which hasn't been updated in three years.

Apple is also said to be wrapping up an update to its Mac Pro workstation towers, which have only gotten a slight speed bump since they were introduced well over a year ago. Apple has been waiting for Intel to release new 32nm Xeon parts, codenamed "Westmere-EP," which were officially launched this week. These 5600-series Xeons have six cores compared to the current quad-core parts used in current Mac Pros. The process shrink from 45nm offers a 60 percent performance boost while maintaining the same power requirements of previous Xeons.

A Core i7-980X Extreme Edition processor, codenamed Gulftown, may be used in the lower-end single processor Mac Pro model. However, there are slight architecture differences between the Core i7 and Xeon variants. Apple may simply offer a single Xeon option as it does now.

Apple is also dealing with the issue that MacBook Pros have also not been updated in some time, despite the fact that mobile Core i3, i5, and i7 parts have been available since January. The delay may be due at least in part by licensing issues. These issues have prevented NVIDIA from building integrated controllers, like the 9400M used in all of Apple's current portables, for Intel's newer processors. However, NVIDIA's Optimus platform may provide the solution to work around the problem and maintain the MacBook Pro's sever hour battery life.

Additional delays may also be caused by constrained supply of Intel's mobile processors. Intel is reportedly giving priority to "major clients," according to sources for DigiTimes, so our hope is that Intel counts Apple on that category.

Read the comments on this post

Apple has been very busy on the mobile front, with the iPad launching in two weeks and iPhone OS and hardware upgrades expected this summer. However, Apple hasn't forgotten about its Mac business--sources for AppleInsider report that long overdue updates to Apple's Cinema Display and Mac Pro will be also appear by June.

Expected to join the 24" LED Cinema Display that Apple launched in October of 2008 is a 27" LED Cinema display based on the same panel currently used in the 27" iMac. Issues with the panels caused problems for Apple that resulted in shipping delays for the 27" iMac, though those problems have been rectified. The 27" LED Cinema Display has the same resolution as the current 30" Cinema Display, though it is 16:9 instead of 16:10. It's introduction should finally lay to rest the 30" model, which hasn't been updated in three years.

Apple is also said to be wrapping up an update to its Mac Pro workstation towers, which have only gotten a slight speed bump since they were introduced well over a year ago. Apple has been waiting for Intel to release new 32nm Xeon parts, codenamed "Westmere-EP," which were officially launched this week. These 5600-series Xeons have six cores compared to the current quad-core parts used in current Mac Pros. The process shrink from 45nm offers a 60 percent performance boost while maintaining the same power requirements of previous Xeons.

A Core i7-980X Extreme Edition processor, codenamed Gulftown, may be used in the lower-end single processor Mac Pro model. However, there are slight architecture differences between the Core i7 and Xeon variants. Apple may simply offer a single Xeon option as it does now.

Apple is also dealing with the issue that MacBook Pros have also not been updated in some time, despite the fact that mobile Core i3, i5, and i7 parts have been available since January. The delay may be due at least in part by licensing issues. These issues have prevented NVIDIA from building integrated controllers, like the 9400M used in all of Apple's current portables, for Intel's newer processors. However, NVIDIA's Optimus platform may provide the solution to work around the problem and maintain the MacBook Pro's sever hour battery life.

Additional delays may also be caused by constrained supply of Intel's mobile processors. Intel is reportedly giving priority to "major clients," according to sources for DigiTimes, so our hope is that Intel counts Apple on that category.

Read the comments on this post