Eee, gOS Rocket, Linux, Computing in the Cloud

Things are looking up for Linux PCs (even though its share in the OS market still is small) and "computing in the cloud." Good OS, the open source startup that introduced gOS, a Linux operating system with Google and Web applications, on a $199 Wal-Mart PC last November, now says announced that gOS Rocket will be introduced January 7. Think of gOS Rocket as a low-cost Linux-powered notebook that is optimized as a Web device.

Note also that the Asustek Eee PC--also a Linux machine-- was among the top-ten notebook PCs sold by Amazon over the Christmas season, and was ranked at the top of wish lists compiled by Web site CNet. Asustek executives say demand was so strong forthis Christmas season that virtually all available units were bought just about as soon as they were put on the shelves.

“In the two weeks since its launch in the US, the Eee PC has already sold ten thousand sets,” says Sunny Han, ASUS director. Asustek fully expected to finish 2007 by meeting its sales goal of 350,000 units, and is planning for sales in 2008 of three to five million.

Rocket comes with Google Gears, the online-offline synchronization technology from Google that enables offline use of web apps.

gOS Rocket also features gBooth, a browser-based web cam application with special effects, integration with Facebook and other Web services; shortcuts to launch Google Reader, Talk, and Finance on the desktop; an online storage drive powered by Box.net; and Virtual Desktops, an intuitive feature to easily group and move applications across multiple desktop spaces.

At the center of Rocket's new desktop is a gorgeous Google search box, enabling users to perform Google searches directly from the desktop. This new feature launches Google search results in Firefox, the leading, open source web browser. Surrounding the Google search box is an attractive desktop environment comprised of new wallpaper, icons, digital clock, and other new desktop elements.

"Like most of our customers, we absolutely love the gorgeous design and simplified navigation that gOS provides," says Paul Kim, director of marketing for Everex. "With the release of Rocket, the gOS team has once again shown the industry how to make a great looking operating system intuitive and easy to use."

Rocket includes Google Gears to enable offline use of web apps. Google Reader, which allows you to read all your news and blogs in one place, is the only Google application to currently work offline with Google Gears and has been added to the gOS desktop. Launching Firefox will reveal a new custom gOS homepage that prominently features a continually updated list of web apps that work with Google Gears to allow offline access.

Separately, researchers at Informa predict that, by 2012, Linux will ship annually in 128 million mobile phones, or about 8.8 percent of all handsets sold. The report also forecasts a bright outlook for other open source mobile technologies, including Java, WebKit, and others.

According to the report, Linux in 2006 was the second most popular OS for smartphones sold worldwide. During that year it shipped in about 11.7 million handsets, the "vast majority" of which went to customers in Asia. Uptake in Europe and North America during 2007 is forecast to drive overall shipments close to 20 million, or about 17.3 percent of the smartphone market. From there, shipments are expected to nearly quadruple by 2010, reaching 27 percent of all smartphones by 2012.

Blu-ray for Macs?

Apple Inc. is expected soon to announce concrete support for Sony Corp's Blu-ray DVD format as opposed to Toshiba's HD-DVD, according to AppleInsider.

American Technology Research analyst Shaw Wu says his sources say Apple will start shipping Blu-ray-equipped Macintosh computers. At some point, every PC manufacturer shipping DVD drives will have to make similar choices.

Disney, for which Apple chief executive Steve Jobs is a Director, is a firm supporter of Blu-ray, while rival Microsoft Corp. has placed most of its eggs in the HD-DVD basket.

Still, there is "a smaller chance Apple may use a combo Blu-ray/HD-DVD drive to ensure full compatibility and not get involved in the format wars, AppleInsider notes.

U.K. Mobile Market Consolidation

The U.K. mobile market is saturated, analuysts at Ovum essentially have concluded. A bruising retention and acquisition war seems no longer to be producing adequate results, as mobile penetration has reached 118 percent.

Ovum researchers predict a shift to longer contract terms of 18 months as operators try to stabilize customer revenues, replacing the 12-month contracts that have been more typical.

Mobile operators also will shift attention to postpaid rather than prepaid additions, as two quarters of flat or negative prepaid connection growth suggest that market also is saturated.

Mobile operators also will shift focus to revenues (including value-added services) and average revenue per user (ARPU) rather than customer growth, Ovum believes.

And though the U.K. market now is dominated by top-tier operators O2 and Vodafone, more mobile virtual network operator contestants are expected.

Despite being saturated and highly competitive, the U.K. mobile market has avoided the fate of the German, Danish, Dutch and Belgium markets as ARPU and revenue still are relatively high, Ovum says. That's quite a trick!

Search Advertising: Big Growth in 2008

JPMorgan analysts now forecast 31.9 percent growth in search advertising revenues for 2008. Analysts at JPMorgan initially had thought growth would come in at about a 19-percent clip. So they sense acceleration. Me too.

Theater Attendance Also Flat

Lots of legacy businesses are flat to shrinking these days. Theater attendance seems to be one of the "flat" sorts of legacy video businesses.

"Ticket sales at North American movie theaters totaled $9.7 billion, a four percent increase over the previous year, according to Media by Numbers, which tracks box office receipts. More important: attendance was flat, after a narrow increase in 2006 and three previous years of sharp declines.

Some of that sluggishness historically has been attributed to the rise of alternate formats: cable, satellite TV, widescreen TVs, DVD rentals and VCR tape rentals. Add HDTV, larger screen sizes, PC viewing, download-to-TV services and user-generated content and one has a recipe for continued sluggishness at the box office.

No business based on communications, information or entertainment now is immune from the rise of new electronic alternatives.

Terabyte PC Coming

It's just a data point, but note that Asus, the Taiwanese computer maker, is planning on bringing to market a notebook PC with two 500 GByte hard drives from Hitachi Global Storage Technologies.

That's a terabyte. Those of you familiar with enterprise storage, think about it: a terabyte per user. Those of you who have to do your own backups, think about it: losing a significant portion of 1 Tbyte of data if your hard disks crash.

The upside is that such a user can 1,000 hours of video, or more than 350 feature length movies, or 250,000 four-minute songs. The downside? If those files are not backed up someplace, huge collections of audio or video can vanish.

The point is that storage continues to emerge as a function that is becoming harder to manage. It is harder to backup, harder to restore, harder to secure, index and retrieve. Part of the reason is that simply is so much more information to store. This graphic from searchstorage.com simply makes the point that storage and backup requirements grow steadily.

Which makes the argument for storage in the cloud ever more compelling. If one's authorized copies of music, video or other material are stored in the cloud, local hard drives can crash with little threat of losing the content. Not to mention that the files can be used on any number of endpoints (I didn't say downloaded to those endpoints).

4G: It Isn't Really a Technology Issue

As service providers start placing their bets on WiMAX or High Speed Downlink Packet Access (HSDPA) technologies, it is easy to fall into the trap of "technological determinism," the notion that the technology determines adoption or commercial success. Nothing could be further from the truth.

Commercial decisions, not the technology, will be the decisive factor. Business decisions almost always are. One can make a technology either way for WiMAX or HSDPA. But that won't be key. Operational issues, backwards compatibility, installed base, manufacturing volumes and even voice compatibility will turn out to be hugely important.

Some might argue that building a new broadband mobile network with a view to voice performance is nuts. The countervailing argument is that no matter what other "data things" users frequently do, talking will be one of them. And poor voice performance is objectionable in a way that OS instability and Web page unavailability are not. People routinely tolerate lower quality of service for their Web browsers, Internet connections and PC operating systems than they will their voice or video services.

Don't believe that? Watch what happens when movie download services become more prevalent. Every degradation of isochronous service disturbs users more than any non-real-time service. Users are unforgiving of voice or video service hiccups that would not faze them when the hiccups affect a non-real-time data service.

In fact, that's the point: user experience is not degraded by packet loss or some amount of jitter or latency when the application is not real time. User experience is visually or aurally affected in a highly visible way when the application requires predictable, sequenced delivery of the packets. Voice and video, to be specific.

Netflix Download -to-TV Service Coming

Netflix is working with LG Electronics to market a set-top-box=based movie download service for TVs, Business Week reports. The move is not unexpected, but is significant in terms of its timing. Netflix has over the last few years modified its statements about the DVD rental business, moving from a "consumers don't want to mess with downloading" to "we'll do it when it's the right time" stance.

The move now means it is "time." The transition from physical distribution of movie content to electronic download to TVs is underway, Netflix is signaling. The service, which extends the Netflix download service beyond "movies to your PC," is expected to begin service in the fall of 2008.

And though Apple TV has not gotten much traction, Business Week expects Apple to unveil its own download-to-TV service as well.

Netflix has been offerings downloads to PCs for about a year. But just about everybody who thinks about the matter agrees that downloads directly to TV screens is what is needed to really jumpstart the business.

Amazon.com, TiVo and Blockbuster also have decided they no longer can wait to enter the nascent business.

Again, what is important about the Netflix move is the timing, not the move itself. Netflix has concluded that even if revenues from online-to-TV downloading will not eclipse DVD rentals for some time, one tipping point has been reached. Netflix has to get into position now if it wants to maintain leadership in the movie rental business of the future.

By some reckoning, that business already is entering its 3.0 phase, having started with retail store rentals, followed by mail delivery and now starting the download phase.

And it is worth noting that if cable TV "pay per view" or "on demand" efforts had been quite a bit more than a niche, the video rental business and Netflix would not have developed. Cablers will note that studio licensing rules and release windows account for the rise of the independent video and DVD rental business.

That is true. What also is true is that studio profit margins and gross revenues control the availability of product. Once studios decide they can make as much, or more money, by switching to online distribution, they will do it.

In that regard, a recent slowdown in growth rates for DVD sales in retail outlets is another important market indicator. Consumer fascination with DVD purchases might be waning, overall. Legally or illegally, online-delivered content might be a contributing factor.

So legal alternatives such as Netflix will provide should have a shot at success. What remains to be seen is how widespread adoption will be. Consumers are quite fickle about special-purpose electronics devices. If the value is high enough Netflix will not find there is a problem. "No late fees" and "no drive to the store" have proven to have high consumer value.

But Netflix also seems to be pursuing the integration of the decoder circuits into other Internet-connected devices. The decoding software might reside into a TV, a game player or media reader, for example. That would alleviate the "one more box" barrier, as some consumers just don't want another device, with cords and cables, around their entertainment center.

On the other hand, Netflix then encounters the "only available on one model or one brand" problem. Consumers generally don't want to bother with "this flavor of access on this device" issue.

And though on-demand video should in principle provide even more convenience, the problem has been the content release windows, which essentially dictate that by the time an on-demand movie is available, consumers have had lots of other opportunities to view the content.

For the moment, at least, Netflix should continue to have an advantage over cable, satellite or telco on-demand content. The studios aren't going to disrupt the profitable DVD window just because online delivery now is possible.

Providers of broadband access services face a more complex business challenge. Demand for download speeds should get a boost if the download services take off. The issue is how much actual profit might exist. The problem with video is that it offers scant returns on a cents-per-bit basis compared to voice.

Put another way, video necessarily "commoditizes bandwidth." For those of you who are Bellheads, think of it this way. A two-hour movie delivered in widescreen format essentially requires bandqwidth equivalent to a DS-3 with a holding time of two hours(45 Mbps). True, we compress and pre-process now so only 4 Mbps to 6 Mbps is needed.

But the point is that the value of a 4 Mbps to 6 Mbps circuit used continuously for two hours or so is "worth" what a consumer deems a fair price for watching a two-hour video event. Call it $3 to $7, depending on what the content is and when it can be viewed.

All bits are not valued equally. On a cents-per-bit basis, text messages represent the highest return, with voice someplace in the middle and video at the very low end of the revenue continuum.

It might not matter so much whether "streaming" or "downloading" is the delivery technique, though analysts at the Yankee Group so far think streaming will get more volume. Most consumers won't care. But downloading offers more opportunity for managing bandwidth.

$588 Billion in Information Overload Costs?

Interruptions from phone calls, e-mails and instant messages eat up 28 percent of a knowledge worker's work day, resulting in 28 billion hours of lost productivity a year, say analysts at Basex. That might be considered a $588 billion cost, assuming a salary of $21 per hour for knowledge workers. Basex argues that information overload has become a significant problem for companies of all sizes, with some large organizations losing billions of dollars each year in lower productivity and hampered innovation.

That's the sort of argument providers of unified communications and presence solutions will point to as arguments for such solutions. Others, such as Stowe Boyd, disagree with that thesis. Stowe argues people are not drowning in information, but ignoring most of the information, and reacting only when the information flow suggests something actually is important.

It is true that there is a lot more "information" streaming past any person these days. But people are smart. They don't actually pay close attention to most of it. In fact, people just selectively tune out most of it, like they tune out advertising that isn't relevant. Only some information gets a close level of attention. In fact, most of the "overload" is simply ignored.

So how can busy people safely ignore most information, most of the time? The environment, the people one works with and various information sources will signal what is relevant.

Multitasking is an example of this. People in meeting pay partial attention to what is going on while they check email on their mobiles. People remain connected while listening to conference panelists. Mobiles are set on vibrate while in both of those settings. TVs can be on, CDs can be playing while people are responding to instant or text messages and doing their homework.

That isn't to say people are not bombarded by a richness of information. It's just that they adapt by ignoring most of it, pay partial attention to some of it, and focus on just some of it.

Some of the multitasking, such as things people do in cars, is not entirely safe, though!

Newspaper, Long Distance: Same Story

The market value of the American newspaper publishers entering 2008 as independent, publicly traded companies has fallen by $23 billion, or 42 percent, since the end 2004, the year before the wheels started coming off the industry, says Allen Mutter, managing partner at Tapit Partners.

The change is akin to similar changes happening in the global telecom business. Some legacy products are in irreversible decline, be that newspapers, wired access lines used for voice, dial-up Internet access or expensive, high-margin stand-alone long distance.

That doesn't mean people aren't "calling," or "reading" or "communicating." But products built on those activities are assuming new form. Newspapers won't disappear tomorrow.

As long distance prices have been in continual descent for decades, so newspaper readership and revenues will simply drift lower. The issue that must be faced is a transition of the assets to new formats and services.

Newspapers are both media--content creators--and a distribution format. Distribution clearly is changing more than the value of content creation. Voice is both an application and a driver of "access lines" or distribution. In both the newspaper and voice cases, the applications remain important. The distribution is becoming less relevant.

The issue is when a tipping point is reached, and decline becomes a problem executives no longer can manage. Something might be happening in the newspaper area, in that regard. One can fairly safely say the voice tipping point already has been reached, in many respects.

Nearly half the slide in the market capitalization of newspaper stocks came in 2007, when the shares lost a collective $11 billion, or 26 percent, of their value, Mutter notes. Newspapers lost nearly as much value last year as they did in the two prior years put together.

EchoStar, Dish Now Separated

EchoStar has completed the spin-off of its set-top box business into a new a company called EchoStar Holding Corp. The parent company, which now consists primarily of its satellite TV broadcasting business, will change its name to DISH Network Corp., and keep DISH as it stock symbol.

The transaction makes Dish a pure-play video entertainment provider, and arguably a cleaner asset for an acquirer or merger partner. There has been much speculation about an at&t purchase, but that seems unlikely given at&t's recent decisions about its stock buybacks, acceleration of its U-verse deployment and dividend increases.

The earlier proposed merger of Dish with DirecTV didn't pass regulatory muster, in part because the market was defined as "satellite TV" rather than multichannel video entertainment. At some point, as telcos gain more video market share, that argument might not be so compelling, and Dish and DirecTV might be allowed to merge.

Given that the consumer market increasingly is dominated by triple play, dual play and quadruple play providers, and where each of the services markets increasingly are saturated, regulators might take a fresh look at allowing the two satellite providers to merge.

The Dish Networks separation from the the EchoStar set-top manufacturing operations will help.

at&t Naked DSL Available

As part of its obligations as the acquirer of BellSouth, at&t was required to offer naked DSL--DSL sold without the requirement to buy a phone line--before the end of 2007. It appears to have done so, offering $19.95 DSL-only service on December 20.

The service is referred to as DSL Lite, and must be made available for the next 2.5 years. The company probably will not go out of its way to let consumers know it is available, or how to get it. And there are no assurances the product still will be availabe when the 2.5 year period is over.

Given the likely state of broadband access penetration by that point, at&t will have to keep doing so. In a couple of years, about the only way any service provider is going to get a broadband access customer is to take one away from another provider.

In Europe, where stand-alone DSL services are more readily available, penetration ranges as high as 30 percent.

Call Centers, Leaky PBX, Grey Markets

There are lots of reasons entities set up call centers: sell products; answer questions; technical support; fund raising; set up appointments.

Or, in some cases, to create not-quite-legal terminations for international long distance. Sometimes known as "leaky PBX" operations, the motivation for doing so is money. Significant amounts of money.

By some estimates, 30 percent or more of inbound global calls to Indian numbers are terminated outside the carrier-to-carrier settlements regime.

Estimates of traffic that skirts the settlements regime range upwards of 3.5 billion minutes a year or $150 million to $300 milliion a month that otherwise would have been earned by a licensed carrier.

In recent years, global carriers have paid Rs 5.50 in termination charges to an Indian domestic telephone company. In a leaky PBX or "grey market" operation, a service provider launders the traffic, making it look like a local call, avoiding the termination charges. This saves the global carrier about half what it otherwise would have paid. And the local termination network gains revenue because it makes money from the higher volume of traffic it gains.

The most popular grey market routes serve mobile phone traffic in high-cost termination markets. And that's where the call centers come in.

Grey routes often are created by call centers, as VoIP in some markets is legal when it is IP-based endpoint to endpoint. Until the laws change, and as India market mobile penetration climbs, so will the grey market.

"Nothing But Net"

Online ad spending is growing at a faster rate than broadband access, according to PMorgan Internet analyst Imran Khan. In a nutshell, the story is that Internet stocks will do well in 2008.

JPMorgan expects 34 percent earnings growth in 2008 for the Internet stocks it covers versus 8 percent earnings growth for the S&P 500.

From my perspective, the story is that online advertising is going to grow because attention is shifting that way. And advertising follows attention.

A Must-Attend Conference

If you are the sort of person who is very interested in the future of IP applications as they relate to the global telecom business, EComm, to be held in March in San Jose, is going to be a "must-attend" event. Go to the link at the bottom of this post to get the details. Check it out. Register.

Aside from the quality of the program, I am compelled to note that this is a bottoms-up, user-generated event with no corporate sponsorship. It is the community pulling itself together, with Lee Dryburgh doing the heavy lifting. We need your support, in the form of your attendance.

You won't agree with everything you hear. But you will hear from some smart people who spend their time thinking about and building the next generation of communications. Fair and balanced. Policy advocates, telcos, application developers, consultants, solution providers.

Up close and personal. Some of you know I am a huge fan of smaller, intimate meetings where people get to talk to each other a lot. This will be that kind of place. Get there.

Confirmed speakers:

Lee S Dryburgh, SS7 Networks Limited
Martin Geddes, STL
Tony Nadalin, IBM
Phil Wolff, Reef9 Media
Brough Turner, NMS Communications
Sean O Sullivan, mySay
Ken Banks, kiwanja.net
Gary Miner, MIR3, Inc.
Stanley Chia, Vodafone
Thomas Huhn, Solution Media
Michael Codini, VoiceObjects, Inc.
Shidan Gouran, Jazinga Inc.
Blaine Cook, Twitter
Evan 'Rabble' Henshaw-Plath, Yahoo! Brickhouse
Kellan Elliott-McCrea, Yahoo! Inc.
Shai Berger, FōnCloud
Dean Bubley, Disruptive Analysis
Anders Carlius, TerraNet
Johannes Ernst, NetMesh
Michael Roth, British Telecom
Adrian Cockcroft, Netflix
Mark Rolston, Frog Design
Kevin Nethercott, LignUp Corporation
Ken Rehor, VoiceXML Forum
Thomas McCarthy-Howe, The Thomas Howe Company
Brian Capouch, Saint Joseph's College
Matthew S. Hamrick, Homebrew Mobile Phone Club
Stipe Tolj, Kannel Software Foundation
Rocky Nevin, DataSea, Inc.
Piotr Cofta, British Telecom
Norman Lewis, Wireless Grids Corporation
Ram Fish, Trolltech
Blaine Cook, Twitter
Sheldon Renan, Vision (+) Strategy
James Body, Truphone
Jim Van Meggelen, Core Telecom Innovations
Paul Amery, Skype
Tim Panton, Westhawk Ltd
Gabriel Sidhom, Orange-FT Group
Moshe Maeir, The Flat Planet Phone Co.
BJ Fogg, YackPack
Simonie Wilson, Open Methods
Michael Roth, British Telecom
Peter Saint-Andre, XMPP Standards Foundation
Michael Shiloh, OpenMoko
Marc A Smith, Microsoft Research Internet Services Research Center
Boaz Zilberman, Fring
Bob Frankston, Frankston Innovating
Mark Cooper, Consumer Federation of America
Kevin Nethercott, LignUp Corporation
Fabrizio Capobianco, Funambol
Koushik Chatterjee, Embarq
Sam Aparicio, Angel.com
John Waclawsky, Motorola
Michel Bauwens, P2P Foundation
Michael Codini, VoiceObjects, Inc.
Amit Desai, Dial Directions, Inc.
Dawn Nafus, Intel
Nathan Eagle, MIT Design Laboratory
Jeff Bonforte, Yahoo! Inc.