 INTERNET/PIB | |
| Mayo 11 de 2007 Para aumentar la banda ancha El Barómetro Cisco de Banda Ancha propone como meta para el país alcanzar 3,5 millones de conexiones para el 2010, cifra necesaria para impulsar el desarrollo económico, la competitividad y la productividad, así como para mejorar la calidad de vida de los ciudadanos. | |
Este reciente estudio reportó un crecimiento del 112% en el número de usuarios en el país. A diciembre de 2007, Colombia alcanzó 622.767 conexiones, lo cual indica que en el último año al mercado nacional se sumaron 329.000. Con estas adiciones, la penetración logró un crecimiento de 0,8 puntos en 12 meses. El Gerente General de Cisco, Santiago Aguirre, sostiene que "Colombia está creciendo de manera acelerada en sus conexiones de Banda Ancha. Debemos mantener este ritmo de crecimiento para ser competitivos. La Banda Ancha es condición básica para el cumplimiento de nuestros objetivos de desarrollo". La tercera edición de este estudio, realizado por la firma independiente IDC, fue dado a conocer en el marco del I Foro Cisco: Banda Ancha para el Desarrollo y la Competitividad, actividad que reunió a los líderes del sector de telecomunicaciones en el país. El panel del foro estuvo conformado por Daniel Medina, Viceministro de Comunicaciones; María Isabel Mejía, Directora de la Agenda de Conectividad; Carlos Neira, Gerente de la Cámara Colombiana de Informática y Comunicaciones; Guillermo Santos, Director de Tecnología de El Tiempo y Santiago Aguirre, Gerente General de Cisco Colombia. A partir del análisis realizado por tecnología de acceso, segmento de usuarios y distribución geográfica, el Barómetro Cisco de Banda Ancha registró los siguientes resultados a diciembre de 2006:
El directivo señaló que seguirán apoyando e impulsado el movimiento hacia la Banda Ancha en Colombia. "El aumento de las conexiones de en el país es un factor crítico para participar competitivamente en la economía global. Ya no es tema de debate si la economía global se convertirá en un sistema en red o no, la gran mayoría de las industrias adoptan cada vez más procesos comerciales bajo este modelo, y el tema de discusión ahora no es si nos conectamos para maximizar los beneficios con el mundo empresarial y la sociedad sino cómo lo hacemos". | |
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viernes, junio 01, 2007
Banda Ancha Colombia 2007
Google revoluciona la Web2.0 con "Google Gear"
 Berlind´s Testbed |
| 'Google Gears' vies to be de facto tech for offline Web apps David Berlind May 31st, 2007 |
| For at least a couple of years now, critics of Web applications like those served up by Web giants Google, Yahoo, and Salesforce.com have argued that those apps can never replace their desktop counterparts because of the so-called "off-line problem." The offline problem is where a loss in network connectivity causes users to also lose access to their application logic and data. Today, with applications like Google Docs and Google Spreadsheets, this is indeed the case. If you're composing a document and experience a sudden loss in connectivity, not only will you lose access to Google's word processing logic, you won't be able to save your document or open up other ones. Depending on how your browser responds to a loss of connectivity, you may even lose any work done since the last "save" took place. This of course is not a problem with locally run applications such as Microsoft Office. Google CEO Eric Schmidt may have recently downplayed Google's role as a competitor to Microsoft when asked as much by John Battelle. But with today's launch of Google Gears — an open source technology designed to make the offline problem a problem of the past — Google is clearly taking a giant step towards leveling the playing field between locally-run (desktop) and Web-based applications. Provided Google's proverbial "Office 2.0? applications are eventually enabled for the capability (they're not right now), the complexion of the Office marketplace (and the application marketplace in general) is poised for a sea change. Given Google's approach to application delivery and business models, companies such as Microsoft may have their hands forced in terms of reconsidering everything from the architecture behind their existing solutions portfolios to the licensing costs for those solutions. Regarding the Google Gears announcement, I had the opportunity to interview Linus Upson (photo left), a director of engineering at Google to learn more about the technology and Google's plans moving forward. That interview can be heard by pressing the play button on the Flash player at the top of this blog. Or, you can click on the MORE button to download the MP3. Even better, if you're subscribed to my IT Matters series of podcasts (or want to be), the interview should show up on your PC and/or MP3 player automatically. According to Upson, not only is Google announcing the technology today, it's open sourcing it under the new BSD open source license in an effort to establish it as the standard for offering offline functionality to Web applications. |
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| The technology consists of three primary components. First, a local "server" which is not really a local Web server but rather a means for capturing all of the Javascript and HTML-based logic that drives the functionality of an application. Second, a local database using the open source-based SQLite for persistence of any data associated with the offline functionality. For word processing, one record could theoretically hold the entire contents of a document. For something like Google Reader (an RSS reader app from Google and, in a proof of concept, the first to take on the offline capability using Google Gears), one record might hold an RSS item. To the SQLite project, Google also contributed the necessary Javascript APIs for accessing SQLite from Javascript. Thirdly, Google took a look at the single-threaded mentality of most Web browsers and realized that any hangup in a Javascript-based application could easily hang the entire browser (something that has happened to me several times!). So, Google solved that problem by making it possible for Javascript threads to run as background tasks. According to Upson, where persistence of code or data is an issue, the technology is designed to create private sandboxes on a per Web app basis. So, going back to the so-called "server" from where the pages are retrieved (not "served") and SQLite, there will be partitioned instances of each for every Web application one might be running offline. Even so, Upson said the architecture is so lightweight that users shouldn't expect a heavy tax on local system resources in order to get the functionality. Going out the door, Google is supporting the major browsers on all the major platforms including Internet Explorer, Firefox, and Safari and has pledged Opera support in the near term. Google isn't alone in launching Google Gears. It's partnering with the Mozilla Foundation and Opera (for obvious reasons) and the with Adobe. In the interview, Upson wouldn't comment on what Adobe's interests are. But I managed to track down Adobe's vice president of product management Michele Turner who told me:
Turner went on to say that Adobe intends to make Google Gear functionality more accessible to developers working with Flex and Flash action script. But she wasn't sure when that functionality would become available. Google's Upson was not shy about his company's motives for open sourcing the technology. The idea, according to him, is to make it a standard in the marketplace now, without the need for standards bodies. With so few Web app providers offering such offline capability and with Google's war-chest behind the effort, the tech stands a pretty good chance at becoming the overnight defacto standard for running Web apps offline. At the same time, where companies have committed to an offline architecture as Zimbra has with its Zimbra Desktop (whose offline capability is powered by Java), those companies may be forced to completely reconsider that architecture if Google Gears gets market traction. Upson and I covered a lot of ground in the interview. He described how synchronization should work when using Google Gears and talked a bit about what if anything needs to be done on the server side as well as where there's room for other innovation (for example, in the multimedia area). He also talked about how end-users would be able to manage the sandboxed partitions of code and data (for example, wiping them out the way you might individually wipe out cookies). |
martes, mayo 29, 2007
Ayudas para el desarrollo de TIC´s. open source para Web2.0
| roberto, aqui te mando el link para el podcast, en formato mp3, del cual te hable . http://www.directionsmedia.net/newsletters.archive/index.php?ID=874 estuve investigando los sitios que habla el podcast los cuales son:
asimismo, todas estas ayudas web en manos de los usuarios no tecnicos, le pueden ayudar mucho a tu negocio, pues el mayor problema$$$ que he encontrado con mis servicios de blogs, podcasts, web2.0 applications etc. es el precio del espacio de almacenamiento en web$$$ de los archivos. mañana hablamos. saludos vicente a.
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lunes, mayo 28, 2007
Caída libre de la venta de CD´s pone a revisar las etrategias del negocio a las grandes casas disqueras.
 Music |
| Plunge in CD Sales Shakes Up Big Labels By JEFF LEEDS Published: May 28, 2007 |
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| "Sgt. Pepper's Lonely Hearts Club Band," the Beatles album often cited as the greatest pop recording in music history, received a thoroughly modern 40th-anniversary salute last week when singers on "American Idol" belted out their own versions of its songs live on the show's season finale. But off stage, in a sign of the recording industry's declining fortunes, shareholders of EMI, the music conglomerate that markets "Sgt. Pepper" and a vast trove of other recordings, were weighing a plan to sell the company as its financial performance was weakening. It's a maddening juxtaposition for more than one top record-label executive. Music may still be a big force in pop culture — from "Idol" to the iPod — but the music business's own comeback attempt is falling flat. Even pop's pioneers are rethinking their approach. As it happens, one of the performers on "Sgt. Pepper," Paul McCartney, is releasing a new album on June 5. But Mr. McCartney is not betting on the traditional record-label methods: He elected to sidestep EMI, his longtime home, and release the album through a new arrangement with Starbucks. It's too soon to tell if Starbucks' new label (a partnership with the established Concord label) will have much success in marketing CDs. But not many other players are. Despite costly efforts to build buzz around new talent and thwart piracy, CD sales have plunged more than 20 percent this year, far outweighing any gains made by digital sales at iTunes and similar services. Aram Sinnreich, a media industry consultant at Radar Research in Los Angeles, said the CD format, introduced in the United States 24 years ago, is in its death throes. "Everyone in the industry thinks of this Christmas as the last big holiday season for CD sales," Mr. Sinnreich said, "and then everything goes kaput." It's been four years since the last big shuffle in ownership of the major record labels. But now, with the sales plunge dimming hopes for a recovery any time soon, there is a new game of corporate musical chairs afoot that could shake up the industry hierarchy. Under the deal that awaits shareholder approval, London-based EMI agreed last week to be purchased for more than $4.7 billion by a private equity investor, Terra Firma Capital Partners, whose diverse holdings include a European waste-conversion business. Rival bids could yet surface — though the higher the ultimate price, the more pressure the owners will face to make dramatic cuts or sell the company in pieces in order to recoup their investment. For the companies that choose to plow ahead, the question is how to weather the worsening storm. One answer: diversify into businesses that do not rely directly on CD sales or downloads. The biggest one is music publishing, which represents songwriters (who may or may not also be performers) and earns money when their songs are used in TV commercials, video games or other media. Universal Music Group, already the biggest label, became the world's biggest music publisher on Friday after closing its purchase of BMG Music, publisher of songs by artists like Keane, for more than $2 billion. Now both Universal and Warner Music Group are said to be kicking the tires of Sanctuary, an independent British music and artist management company whose roster includes Iron Maiden and Elton John. The owners of all four of the major record companies also recently have chewed over deals to diversify into merchandise sales, concert tickets, advertising and other fields that are not part of their traditional business. Even as the industry tries to branch out, though, there is no promise of an answer to a potentially more profound predicament: a creative drought and a corresponding lack of artists who ignite consumers' interest in buying music. Sales of rap, which had provided the industry with a lifeboat in recent years, fell far more than the overall market last year with a drop of almost 21 percent, according to Nielsen SoundScan. (And the marquee star 50 Cent just delayed his forthcoming album, "Curtis.") In other genres the picture is not much brighter. Fans do still turn out (at least initially) for artists that have managed to build loyal followings. The biggest debut of the year came just last week from the rock band Linkin Park, whose third studio album, "Minutes to Midnight," sold an estimated 623,000 copies, according to Nielsen SoundScan data. But very few albums have gained traction. And that is compounded by the industry's core structural problem: Its main product is widely available free. More than half of all music acquired by fans last year came from unpaid sources including Internet file sharing and CD burning, according to the market research company NPD Group. The "social" ripping and burning of CDs among friends — which takes place offline and almost entirely out of reach of industry policing efforts — accounted for 37 percent of all music consumption, more than file-sharing, NPD said. The industry had long pinned its hopes on making up some of the business lost to piracy with licensed digital sales. But those prospects have dimmed as the rapid CD decline has overshadowed the rise in sales at services like Apple's iTunes. Even as music executives fret that iTunes has not generated enough sales, though, they gripe that it unfairly dominates the sale of digital music. Partly out of frustration with Apple, some of the music companies have been slowly retreating from their longtime insistence on selling music online with digital locks that prevent unlimited copying. Their aim is to sell more music that can be played on Apple's wildly popular iPod device, which is not compatible with the protection software used by most other digital music services. EMI led the reversal, striking a deal with Apple to offer its music catalog in the unrestricted MP3 format. Some music executives say that dropping copy-restriction software, also known as digital-rights management, would stoke business at iTunes' competitors and generate a surge in sales. Others predict it would have little impact, though they add that the labels squandered years on failed attempts to restrict digital music instead of converting more fans into paying consumers. "They were so slow to react, and let things get totally out of hand," said Russ Crupnick, a senior entertainment industry analyst at NPD, the research company. "They just missed the boat." Perhaps there is little to lose, then, in experimentation. Mr. McCartney, for example, may not have made it to the "American Idol" finale, but he too is employing thoroughly modern techniques to reach his audience. Starbucks will be selling his album "Memory Almost Full" through regular music retail shops but will also be playing it repeatedly in thousands of its coffee shops in more than two dozen countries on the day of release. And the first music video from the new album had it premiere on YouTube. Mr. McCartney, in announcing his deal with Starbucks, described his rationale simply: "It's a new world." |
