Research papers

Dear Readers,

         Always think positive and be optimistic. This is not only a word for me which also I have written on the top of my blog. This is atctually i feel and believe. From september 07 to October 08, Bangalore gave me a immense pleasure in every field. I never seen such changes ever in my life. After coming to Bangalore I really achieved many things. And for me any Achievents is countless. You cant count ur achievements, you can only feel. Achievents only comes from ur Soft work not hard work. Soft work means Smarter work rather than hard work. And here the word comes "Quality and Quantity". So be qualitative not quantative. Thats wt I have done in my last couple of months. I have submitted lots of Research Paper and Selected in two of them. Here is the details:-

1) AIMS International Confrence for"Entrepreneurship"

2) GJIMT National Confrence for " Managing Innovation in Business Enterprise"

So you read the full article here "Entrepreneurship"

ROI

Dear Readers,

While preparing Article on " Taking Ideas to market" i came across with one interesting word i.e " ROI ". I always talked about ROI as Return on Inevestment. Even whole world having same kind of Opinion. But here it switch to " Return on Ideas ". It means that what is the return of your ideas which u generate, which u analyse, which u implemement, which u innovate and so on. And from this new concept comes in the picture i.e "BCR".

B- benefit

C- Cost

R- Risk

So BCR plays a signiicant role in ROI. Many questions can raise while thinking or generating Ideas. Like What is the benefit of this? What can be the cost? Is this product a risker one?

And hence you can analyse ROI with the help of BCR

The Lense of New Future

Dear Readers,

On the macro scale you build bridges from your future back to the present. Success in the future will come from new offerings to existing customers, new customers and reaching customers in new ways. These new drivers for success are built from your future backwards. In practice, however, you need to do more than build bridges from the future backwards. You can’t stop running the business. Both need to happen simultaneously. We act differently by building bridges in two directions at the same time. You can take innovative action in the present, informed by your future. Do things now that make sense in light of your new future. Say “No” to those things which you used to do automatically, but no longer make sense given where you are now going.

And hence you can see your future in this lense

The Lense of Possibility

Dear Readers,

To be a winner in times of disruptive change, you must learn to think differently. Many of these companies, AT&T, Colgate-Palmolive, Merck, and Sony to name just a few, have built their future based on their past; their past successes, past customer experiences, past environment of competition.
When you put the past firmly behind you, possibilities no longer arrive with labels. You are now free to create from entirely new vistas. New possibilities often come from challenging industry-wide assumptions. Amazon challenged assumptions. Dell Computer challenged assumptions. E-bay challenged assumptions. Market disrupting companies challenge assumptions. While these companies often emerge from start-ups, existing companies, too, can create new futures when their executives look through the Lens of Possibility.

The Lens of Past

Dear Readers,

We see today’s customers, today’s products and services, today’s economics and today’s competition. We project today’s conditions forward. This then, unknowingly, becomes our expected future. Our future has today’s customers, products and services, economics, and competition at its core. The future is an extrapolation of recent trends. When we look through the lens of the past it is as though we are driving the car focusing on the rear-view mirror. This view permeates management thinking and business processes in areas such as budgeting and forecasting, performance and career management and product development. We know who we are and we project that forward into the future.
Carly Fiorina’s merging of HP with Compaq, using today’s products, customers and business model to grow the company, is a classic example of operating a business looking through the lens of the past.
When operating in times of disruptive change … there is a break in the trend-line. We can no longer reliably project the future from recent trends.

Imotional Blackmail

Dear Reader,

Emotional blackmail is a powerful form of manipulation in which people close to us threaten to punish us for not doing what they want. Emotional blackmailers know how much we value our relationships with them. They know our vulnerabilities and our deepest secrets. They can be our parents or partners, bosses or coworkers, friends or lovers. No matter how much they care about us, they use this intimate knowledge to win our compliance. Knowing that we want love or approval, blackmailers threaten to withhold it or take it away altogether, or make us feel we must earn it. If you believe the blackmailer, you could fall into a pattern of letting him/her control your decisions and behavior.Emotional blackmail flourishes in a cloud just below the surface of our understanding.

4 I's of Business model.."I's effect" ( Part-1)

Dear Reader

After reading many articles and papers, I found something beautiful concept i.e "I's Effects". We have seen X effect but now........ I's effect. This concept buzzing in the world and you can see on Page3. But i thing is really mising in this concept which i will describe later. I's effect is

Ideas

Inventinon

Innovation

Implementation

Here Ideas is

I-Insight

D- design

E- Experimentation

A- Added value

S- sales plan

Ideas includes these above mentioned words. Ideas are precious for both sides of the table. It can be good or worse.Organisations are under increasing pressure to come up with next big idea and to get it on the market fast.We've all heard that genius is 1% inspiration and 99% perspiration. But people tend to assume that this hard work happens after a great brainwave. This isn't true: really good ideas do take effort to realise, but they only come into being on a foundation of hard work and experience, too.

"Insight" has become something of a buzzword over the last few years. It's not just another name for a fact, a research conclusion or an "observation".But when understand I then next challenge will be how to design the "Idea". Let me give you classical example.

Apple design Process:- How Apple work with their idea. They actually apply "10 to3 to1" concept. Under this concept they take ten ideas, whittle those down to three which they then spend time refining until they end up with just one strong design. This is how design works.

Experimentation:- A company must know that how their ideas make a differnece from other companies. And hence the word "Experimentaion" comes which play a vitol role. Let me give you few examples:

1) Apple:- Apple is different beacuase of its design.

2) Intel:- Intel is different because of its ability to constantly increase microprocessor power at reduced price.

3) Jet Blue:- It is different with its low cost effecient air travel concept.

And So on. Believe me my friends "differntiation" is not an accident. It didnt happen just by itself.

Added value:- How added value works in the word "Ideas". This is adding an additional advantage in terms of value to the company. Let me give you a classical example:-

Google:- Google regularly adding value to it product by providing exrtra service and hence google is a leading market player in search engine.

Nokia:- Due to additional features in Handset they become a giant.

So added value is basically comes due to Customer Satisfaction.

And Last

Sales Plan:-

Lastly to prove the word"Ideas", Sales plan exist in the market. So sales plan helps to figure out the estimation of selling of product in the market.

Therefore Ideas is the concept from where you move one step ahead.And there you will see how " Invention" becomes a role model in the market after applying Ideas to market.

Award, Reward and Prize

Dear Reader,

AWARD is something given to a person or a group of people to recognize excellence in a certain field; a certificate of excellence.Its for your hard work you've done.

Reward:- Something of value given in return for an act; The result of an action, whether good or bad.

Prize:- A prize is an award given to a person or a group of people to recognise and reward actions or achievements.Something you win willingly by skill or chance

September To Remember

Dear Readers,

In september, you would see ups and downs and huge volatility in the market. Here it is:-

Since the federal government seized control of Fannie Mae and Freddie Mac on Sept. 8, a flurry of buyouts, bailouts and failures have turned the national economy upside down. Lehman Bros. is in Chapter 11. Merrill Lynch is taking Bank of America under its wing. Taxpayers now own insurance giant AIG. Morgan Stanley and Goldman Sachs have changed their business plans. Washington Mutual is now JPMorgan Chase & Co.,and Wachovia was snapped up by Citigroup. And during all this, Congress wrangled over a $700 billion bailout plan — and while it did the stock markets recorded some historic gains and loses.

Effects of the US Financial Crisis in India

Dear Readers,
It is often said that when the US sneezes the rest of the world catches a cold. This three-part series looks at how India, China, and Russia have been affected by the US financial crisis. Before we get into detail about how much this US problem is spreading globally, we should understand the severity of it and the possible consequences in the US. How sick is the US? Some have compared the situation in the US with the Great Depression of 1929, but this situation is far from a depression – in fact it’s not even a recession. In the Great Depression there was no work and there was widespread poverty. People struggled through the winter with no heating and no food. We are not seeing such extensive suffering in the US. In the US, August 2008 unemployment figures were at 6.1%, according to the US Bureau of Labor Statistics. In the Great Depression unemployment was higher than 25%. The Commerce Department reported that GDP growth was at 2.8%, hardly indicative of a recession, although this was revised down from the 3.3% figure it projected a month ago. But one cannot ignore yesterday’s 777 point drop in the Dow Jones Industrial Average after the $700 billion bailout plan failed to pass through Congress. These paper losses of more than a trillion dollars may be the sneeze that disrupts global markets. Even before this controversial rescue plan was shot down, Indian markets took a dive of their own on Monday 29 September. The stock market sank to an 18-month low and the rupee a 5-year low. The stock market dropped 5.3% to 12,595.75. According to Business Standard, vice-president of Karvy Stockbroking Ambareesh Baliga, said, “We are advising our clients to stay away from trading till selling by Foreign Institutional Investors (FIIs) stops. Also, there is no support to the markets from any domestic institution. While markets are below their fundamental levels, fear has gripped investors and there is panic selling.” While US investors and consumers are concerned about who will foot the bill for this $700 billion plan, to Indian and non-US markets that doesn’t matter. They just want it to happen so as to restore confidence and of course liquidity. Sify.com reported Jagannadham Thunuguntla, head of the Delhi-based SMC Group saying, "The first major point of nervousness is that the US bailout plan will now be in three tranches of $250 billion, then $100 billion and finally $350 billion and the second and third tranches will require further Congressional approval. This means effectively, only $250 billion is now available for buying troubled assets of banks instead of $700 billion outright. This doesn't really solve the problem of liquidity." Crowds gathered outside the Bombay Stock Exchange to watch the markets drop, with many investors angry. Why should failure of the world’s most advanced financial system hurt individual Indian investors? But the fact remains that the “Bush administration's failed economic policies” as speaker of the House Nancy Pelosi described it, is everybody’s business.

World Economy

Dear Readers,

The world economy grew 5.2% in 2007 powered by growth in China (11%), India (9%) and Russia (8%). The global economy faces a real risk of 1970s style stagflation however, with resource constraints tighter than ever before. Things could scarcely have looked rosier for the world economy at the start of 2007. The Emerging Markets, led by the giants of China, India, Russia and Brazil (the BRIC countries) had been posting 7%-10% grow rates for years. Property and stock market booms had brought consistent growth in North America and Europe. Investment was bringing economic development to much of the Middle East and Africa, and even Japan was recovering from its deflationary ‘Lost Years’.Economic conditions within these countries play a major role in setting the economic atmosphere of less well-to-do nations and their economies. In many aspects, developing and less developed economies depend on the developed countries for their economic wellbeing. Theories were even circulating that thanks to the growth of the developing world, we might enjoy years of unfettered growth, as new markets would go through successive growth spurts and counter the effects of slowing growth elsewhere. It was suggested that Asia was ‘decoupling’ from the US and able to grow under its own steam thanks to its two ‘Awakening Giants’. What a difference a year makes. The global economy has been hit by a rapid one-two punch that may be setting the stage for stagflation to make a come-back. It started with the sub-prime crisis in the US, caused by loans to risky or ‘sub-prime’ mortgagees who did not have strong credit histories. While house prices were rising there wasn’t a problem. But as house prices slowed and then crashed to earth, default rates started to rise. To add fuel to the fire, sub-prime loans had been packaged and re-packaged in a range of derivative financial instruments such as Collateralized Debt Obligations (CDOs). It was not always clear what the contents CDOs consisted of, as they were combined, sliced and re-sold between financial institutions and funds, and which in some cases allowed risky debt such as sub-prime loans to be packaged as part of low-risk instruments. Vast swathes of CDO investments had to be written off, and banks became suspicious of investment, borrowing and lending, since it was not always clear what the underlying security was. Once banks stopped lending the Credit Crunch hit. We then witnessed extraordinary scenes of government regulators in US and UK having to help save collapsing banks in order to avert a meltdown of the financial system, and to Sovereign Wealth Funds (SWFs) from the developing world taking large stakes in venerable western banks like Citibank and UBS in return for keeping them liquid. With house prices having fallen more than 20% in many areas of the United States, even prime mortgage holders now find themselves with negative equity. The federal government has been forced to step in and assume responsibility for both Fannie Mae and Freddie Mac, who between them back over half of all American mortgages. The second part of the one-two punch has involved the rise of commodity prices. Just before the dawn of the 21st century, oil average $16 a barrel. By July 2008, less than 10 years later, oil hit a high of $146 a barrel – a stunning rise of more than 800%. From early 2007 to mid 2008 alone the price has risen more than threefold from the mid $40s. During the Oil Crisis of the 1970s, oil spiked at a nominal peak of $38. In today’s prices (adjusted for inflation), that is $106, a figure that we blew past in early 2008. The price of food has also started spiraling. Rice and other grain prices have doubled from 2007 - 2008, leading to food riots in a score of developing markets. Most agricultural and farm produce prices have been going through the roof. In fact almost all commodities, including those used for energy, construction and consumption, have been rising rapidly. Price rises have been fueled by the demands of the emerging markets, particularly the BRIC nations, who together account for nearly 3 billion people. In order to maintain their high rates of growth and help lift more of their populace out of poverty, they require more and more commodities. A bigger worry for economists, however, is whether the natural resources exist to meet these burgeoning demands. A similar crisis was faced in the 1970s. After a period of strong global economic growth, when the world economy was averaging 5% a year GDP increases, the world hit supply constraints in oil and food. For the next fifteen years, global GDP growth slowed to an average of 3.2% per year. This became known as the stagflation era. Growth opportunities were limited, but prices continued to rise with a continued lack of supply. A great debate ensued as to whether we had reached the limits of the earth’s ability to support our growth. In 1972 the Club of Rome famously argued exactly that, saying that the global economy would collapse. And yet the opposite happened. According to Jeffrey D. Sachs, Director of the Earth Institute at Columbia University, world crude oil production grew from 21 million barrels per day in 1960 to 56 mbd in 1973, a growth of 166%. The stagflation crisis also brought about a ‘Green Revolution’ through fertilizer and irrigation development, and through the development of stronger seed strains. This led to much higher agricultural productivity levels. Since 1970 however, crude oil production has only grown 30% worldwide. More worrying still is that crude oil production in the Middle East has peaked at 21 mbd in 1974 and remained stagnant, while mature fields in the North Sea, Norway and Alaska are all in decline. In fact there is a growing school of thought known as ‘Peak Oil’ that believes we have – or will soon – reach peak oil production capabilities. In the 1950s Dr M. King Hubbert correctly predicted peak oil and decline rates for the mainland US oil industry. His model came to be known as The Hubbert Peak Theory. It predicts that world peak oil production will be reached sometime between 2000 and 2010, and will decline thereafter. This impending crisis has also helped to raise the price of food, since increasing amounts of land are being devoted to biodiesel crop development, and since higher oil prices raise the cost of fertilizer (for which petroleum is a key ingredient) and food transportation. It seems increasingly likely that a massive investment in renewable energy sources will be needed in order to avert another stagflationary period in the world economy, or even a global recession. The jury is still out as to how quickly oil supplies will decline or how fast alternative energy sources can be brought online. World Economic Statistics at a Glance

World GDP (PPP): $65 trillion

GDP Growth Rate: 5.2%

Growth Rate of Industrial Production: 5%

GDP By Sector: Services- 64%

Industry- 32%

Agriculture- 4%

GDP Per Capita (PPP): $9,774

Population: 6.65 billion

The Poor (Income below $2 per day): 3.25 billion (approximately 50%)Millionaires: 9 million (approximately 0.15%)

Labor Force: 3.13 billion

Exports: $13.87 trillion

Imports: $13.81 trillion

Inflation Rate – Developed Countries: 1% - 4%

Inflation Rate – Developing Countries: 5% - 20%

Unemployment – Developed Countries: 4% - 12%

Unemployment & Underemployment - Developing Countries: 20% - 40%

Waiting until the last minute

Dear Readers,

In a nutshell: don't.
Bad situations to wait until the last minute:
Catching a Train
Asking your secret crush to the prom
Applying for a summer internship
Setting customer expectations
Studying for the CAT
Saving for retirement
Giving up smoking
Asking for a raise
Teaching ethical behavior to your kids
Winning a primary
Asking for directions
Sharing an idea

Filling forms
And, for balance, two times when it pays:
Bidding in an eBay auction
Giving up hope

Life after Death

Dear Readers,

Death is not as many imagine it to be. All of us at the hour of our death will see and experience much to which we are not accustomed. The purpose of this brochure is to expand and detail our understanding of the inevitable separation from the transitory body. Some think death is a sleep without dreams. You close your eyes, fall asleep and there is nothing more, just darkness. Sleep ends in the morning, but death is eternal. Many are very frightened of the unknown and of the question, "what will happen to me?" So, instead, they choose not to think about death. However, deep within us there is always the knowledge of the inevitable and an accompanying sense of disquiet. Each one of us will have to cross that boundary. We should contemplate it and prepare ourselves.
Some say, "What is there to contemplate or prepare for? It's beyond our control. Our time will come and we will die — that is it. While there is time, we must take everything we can from life. Eat, drink, love, achieve power and glory, earn money, etc. Don't dwell on anything unpleasant or upsetting and certainly don't think about dying." Many follow this ideation.
Yet at times each of us may have more disturbing questions: "What if that's not the case? What if death is not the end? What if I find myself in a completely new place with my abilities to see hear and feel intact?" And most importantly, "what if our future beyond the threshold depends in part on the way in which we lived this life and what we were before we crossed the threshold of death?"

We must also remember that man’s life is in God's Hands. Only He determines the moment of death and the destiny of every soul on separation from the flesh. For this reason, attempts to produce experiments in this field are in conflict with the Will of God and bring the experimenter into contact with the fallen spirits of that world. As a result, the data will be inaccurate and the conclusions will be false.

Therefore, the main value in the contemporary exploration of the life after death question is that it confirms in an unbiased and scientific way the truth of the soul's existence in the world beyond. In addition, they can help a believer to better understand and prepare for that which he will encounter immediately after his death.

Love,Hate,Believe,Faith

Dear Readers,

Corey found this great insight into the way people think.
Twistori looks for certain words in the Twitstream

The Long Tail and the Dip

Dear Readers,

When you launch a new product or service, you have a choice.
It's tempting to go for the bestseller list, to create a mass market hit. This is the box labeled 1 on the tail above. Everyone wants to be here. It's where ego meets profit. A home run. Pixar lives in box 1.
In order to have a bestseller, you must reach the unreachable. Most of the people who buy a bestselling book buy no other book that month, or even that year. The very nature of the top of the list is that you're reaching not just the frequent purchasers and the passionate, but those that only show up for the hits.
The second pocket is labeled, conveniently, #2 (not because it's second best, merely because it's the second one I'm mentioning). This is the profitable, successful niche product. Roger Corman's horror movies, say, or Vandersteen's $3,000 stereo speakers. Not a product for everyone, certainly, but among those that care and are choosing to pay attention, a fantastic choice.
The reason you can make money in the niche pocket is that it costs far less to compete here. First, because there's less competition and the competition is less fierce, and second because it's cheaper and easier to reach your target market because they're choosing to pay attention.
There's a spectacular amount of overhead associated with a mass market hit. You need to buy shelf space and hype and promotion and noise in order to momentarily have a shot at stardom. If you don't push your way into this arena, you'll be ignored.
The third pocket is to own the long tail, to make a small royalty on a huge range of products. That's CDbaby and iTunes and the Garrett Wade tool catalog.
And The Dip? The Dip really kicks in when you're comparing the first pocket to the second.
If you want to compete with all of those folks shortsighted enough to shoot for the big win, you need to invest a great deal of time and money. And very few make it through the Dip... there are far more movies like Speed Racer than Iron Man. Speed Racer got stuck in the trough. It wasn't the best in the world, it wasn't the one the masses chose to see, it lost. Hundreds of millions of dollars spent, but not enough time or talent invested to get through the Dip.
When the masses went to see a movie in June of 08, they had a choice. Naturally, they chose to see the movie that was the best available, the one they wanted to see the most. If you're the third best choice, you lose.

Entrepreneur

Dear Readers,

To believe in yourself, when the world stops believing… to stick it out through thick and thin to see your dream living,” well these are just some traits an entrepreneur must have.“There is only one way to make a great deal of money; and that is in a business of your own.”
I remembered one quote “Without a strong conviction and faith in oneself and one’s work no entrepreneur can tide over crisis”.

Introducing New world

Amit Jain Think positive and Be an Optimist: The State of innovation in India

Amit Jain Think positive and Be an Optimist: The State of innovation in India

1<2<3<4<.???

Dear Readers,

The web changed my life. I can't live without wikipedia or Google. But ultimately, I'm disappointed. Almost every day, the web lets me down.
What do web users do for a living? What do we get paid to do that makes it worth giving us a web browser? Me, I make connections. I take disparate ideas and connect them in (hopefully) useful ways. Others do it with people, or cash instead of ideas. But we're all connectors.
Tim O'Reilly coined the term Web 2.0. It is a bit controversial, but basically it describes a generation of web pages that go beyond the flat HTML of the original Web. Web 2.0 pages encourage community and user-generated content.
Web 3 is the brainchild of Tim Berners-Lee, largely credited for inventing the world wide web in the first place. It's more commonly called the Semantic Web. The idea is, to quote Lee, "I have a dream for the Web [in which computers] become capable of analyzing all the data on the Web – the content, links, and transactions between people and computers. A ‘Semantic Web’, which should make this possible, has yet to emerge, but when it does, the day-to-day mechanisms of trade, bureaucracy and our daily lives will be handled by machines talking to machines. The ‘intelligent agents’ people have touted for ages will finally materialize."
I'll get in trouble for this simple shorthand, but it's data about data. Websites that are smart about what they are and what they contain. But what's it for? I mean it's very audacious and powerful, but why? And what drives it to work?
The opportunities of the semantic web are limitless, and I can't wait. But that's not Web4. Web4 is what I'm really waiting for. And it's entirely possible that Web4 will get here before the semantic web even though Web 3 makes it work a lot better.
We start with this:
Ubiquity
Identity
Connection
We need ubiquity to build Web4, because it is about activity, not just data, and most human activity takes place offline.
We need identity to build Web4, because the deliverable is based on who you are and what you do and what you need.
And we need connection to build Web4, because you're nothing without the rest of us.
Web4 is about making connections, about serendipity and about the network taking initiative.
Some deliberately provocative examples:
I'm typing an email to someone, and we're brainstorming about doing a business development deal with Apple. A little window pops up and lets me know that David over in our Tucscon office is already having a similar conversation with Apple and perhaps we should coordinate.
I'm booked on a flight from Toledo to Seattle. It's cancelled. My phone knows that I'm on the flight, knows that it's cancelled and knows what flights I should consider instead. It uses semantic data but it also has permission to interrupt me and tell me about it. Much more important, it knows what my colleagues are doing in response to this event and tells me. 'Follow me' gets a lot easier.
Google watches what I search. It watches what other people like me search. Every day, it shows me things I ought to be searching for that I'm not. And it introduces me to people who are searching for what I'm searching for.
As a project manager, my computer knows my flow chart and dependencies for what we're working on. And so does the computer of every person on the project, inside my team and out. As soon as something goes wrong (or right) the entire chart updates.
I'm late for a dinner. My GPS phone knows this (because it has my calendar, my location, and the traffic status). So, it tells me, and then it alerts the people who are waiting for me.
I visit a blog for the first time. My browser knows what sort of stories I am interested in and shows me highlights of the new blog based on that history.
I can invest in stocks as part of a team, a team that gains strength as it grows in size.
Here's Rikard's riff on how the iPhone could be more like Web4.
I'm about to buy something from a vendor (in a store with a smart card or online). At the last minute, Web4 jumps in and asks if I want it cheaper, or if I want it from a vendor with a better reputation. Not based on some gamed system, but based on what a small trusted circle believes.
My PDA knows I'm going to a convention. Based on my email logs, it recommends who I ought to see while I'm there--because my friends have opted in to our network and we're in sync.
I can fly to the CES for half price, because Web4 finds enough of us that we can charter a flight.
I don't have to wait for Rickie Lee Jones to come to town. Sonos knows who the Rickie Lee fans are, and makes it easy for us to get together and initiate a concert... we book her, no scalpers necessary.
I don't get company spam any more ("fill out your TPS reports") because whenever anyone in my group of extended colleagues highlights a piece of corporate spam, it's gone for all of us. But wait, it's also smart enough that when a recipient highlights a mail as worth reading, it goes to the top of my queue. If, over time, the system senses (from how long I read the mail, or that I delete it, or that I don't take action) that the guy's recommendations are lame, he loses cred.
Sure, it sounds a bit like LinkedIn. But it's not. LinkedIn tends to make networks that are sprawling and weak. Web4 is about smaller, far more intense connections with trusted colleagues and their activities. It's a tribe.
You don't have to join a tribe. But if you did, would you be more successful?
Unlike Web 3, we don't need every single page in the world to be 'compliant.' What we need is:
an email client that is smart about what I'm doing and what my opted in colleagues are doing. Once that gains traction, plenty of vendors will work to integrate with it.
a cell phone and cell phone provider that is not only a phone.
a word processor that knows about everything I've written and what's on the web that's related to what I'm writing now.
moves by Google and Yahoo and others to make it easy for us to become non-anonymous, all the time, everywhere we go.
This stuff creeps some people out. The thing is, privacy is an illusion. You think you have privacy, but the video surveillance firms and your credit card company disagree. If we're already on camera, we might as well get some benefits from it. If we choose.
I think it's fascinating that Web4 is coming from the edges (we see all sorts of tribal activities popping up in blogs, communities, rankings, Digg, etc.) as opposed to from the center. Web 2.0 happened in largely the same way. Even online, big organizations seem to have the most trouble innovating in ways that change the game.

Why people pay money for Music!!!!!!!!

Dear Readers,

The examples I mentioned can be compared to selling songs at the iTunes Store. People buy songs from Apple not because they can't find the music elsewhere, all music really is available online for free. People buy from Apple because it lets them ignore the hassles of peer to peer downloading. With Apple you know
you are going to get the entire song
it will have a certain quality
you'll get it immediately
Apple charges for that comfort.
And they can do the same with profile data. Integrate iPhone with Apple's desktop software and web services in ways that help people utilize their personal data.
If Apple's integration is smoother than their competitors, and they're in a very good position to create smooth integration, then customers will continue to buy Apple equipment. The trick is not to own the data but to make apps and services that use the data to make people's lives comfortable and efficient.
The strategy gives the company flexibility to be creative and many ways to integrate their hardware with new software and services. In short, knowing your customer should be a very lucrative position.
Ironically Microsoft was aspiring for this grail a couple of years ago but, in what would be a cardinal twist of fate, they didn't have the right platform to leverage.