miércoles, mayo 06, 2009

Exito con Innovación

Abril, 2009.
Made in Ecuador
Por Elisa Sicouret


Dos ecuatorianos desarrollaron uno de los software gratuitos más descargados del mundo y crearon su exitosa empresa, Palo Santo Solutions.

Édgar y José Luis Landívar

A lo mejor los creyeron locos cuando, en 1998, los hermanos Édgar y José Luis Landívar (34 y 32 años respectivamente) decidieron abandonar sus trabajos nada menos que en el gigante tecnológico Hewlett Packard para regresar a su natal Ecuador. Diez años más tarde, ellos han demostrado que despedirse de Silicon Valley para volver a casa no fue tan descabellado.

Expertos en Ingeniería Eléctrica y Computación, estos guayaquileños se fueron a estudiar y a probar suerte en los Estados Unidos a inicios de los '90. HP contrató a Édgar como consultor y le ofreció un puesto fijo a José Luis, que se graduó en el MIT de Boston. Como si hubiesen tenido una bola de cristal, ellos previeron que el boom de las punto.com no se sostendría por mucho tiempo y fue así que en sus escasos ratos libres empezaron a planificar lo que un año más tarde se haría realidad: su propia compañía, Palo Santo Solutions, con sede en Guayaquil.

Palo Santo ofrece soluciones tecnológicas para pequeñas y grandes empresas. Al inicio vendían paquetes de Linux, Unix y Asterisk, una aplicación de software libre para centrales telefónicas a través de internet (tecnología conocida como Voz sobre IP o VoIP).

Estos programas eran absolutas novedades en el incipiente mercado informático de Ecuador y es por eso que "al principio nadie entendía bien lo que vendíamos", cuenta José Luis. "Fue difícil sembrar la idea. Presentamos los productos en algunas ferias tecnológicas y las personas nos preguntaban: 'Bueno, ¿cuánto cuesta el computador?' o '¿Viene con impresora?'. Fue un poco frustrante al principio".

El primer año facturaron menos de 50 mil dólares, pero para el 2008 sus ventas alcanzaron el millón de dólares. ¿El secreto detrás del acelerado crecimiento? Los Landívar notaron que Asterisk y otros productos de su clase no tenían un formato amigable y tampoco se amoldaban a las distintas necesidades de las empresas. Así que, junto a su equipo técnico compuesto netamente por expertos ecuatorianos, adaptaron el software de Asterisk para que fuera capaz de satisfacer las necesidades específicas de cada cliente. El resultado fue Elastix, uno de los software gratuitos de voz sobre IP de mayor crecimiento en el mundo, que ha sido traducido ya a 19 idiomas y cuenta con más de mil 500 descargas diarias. En varias ocasiones ha superado incluso en downloads a su principal competidor, TrixBox.

"Actualmente nos visitan usuarios de 197 países y tenemos presencia de distribuidores en lugares como Estados Unidos, Canadá, Polonia, España, entre otros", dice José Luis. La ventaja de este producto frente a las centrales tradicionales, PBX, es que, a través del computador, conecta las líneas telefónicas que se deseen, sin que haya que pagar licencias por cada extensión adicional. Tampoco requiere de tarjetas especializadas para las centrales. Entre sus clientes más importantes están la Presidencia de la República del Ecuador, el Ministerio de Transporte de Bolivia, Usinas y Transmisiones Eléctricas de Uruguay y Rhino Technologies de Estados Unidos.

Palo Santo brinda consultorías para el uso de Elastix a un valor de 65 dólares la hora y tienen clientes en lugares remotos como Pakistán o Rusia, a quienes asisten vía chat. Han complementado el software con una consola especial para Elastix y los paquetes de las centrales fluctúan entre mil 500 y 100 mil dólares. "Ahora ofrecemos cursos oficiales de capacitación y certificación Elastix en Madrid, Ciudad de México, Bogotá, Lima, Quito y Miami", cuenta Édgar.

Aunque la crisis financiera mundial continuará azotando duramente en el 2009, los hermanos Landívar creen que para Palo Santo será un buen año. "Al ser soluciones telefónicas que no necesitan licencias de ningún tipo, creemos que nuestro producto tendrá un repunte importante", afirma José Luis. De hecho, tienen previsto facturar alrededor de un millón 800 mil dólares, un 80 por ciento más que el año anterior.

Pero las cifras no son lo que más motiva a estos expertos. Para ellos, ser reconocidos a nivel mundial como un negocio 100 por ciento ecuatoriano es una meta por lograr. "Yo creo que todavía no se identifica a Elastix como una solución ecuatoriana, aunque de vez en cuando algunos sí se sorprenden de que sea un producto de Ecuador. Hay que trabajar en eso", dice Édgar.


Más información

www.elastix.org
www.palosanto.com



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sábado, mayo 02, 2009

Análisis finaciero de Verizon indica que no necesitan el iphone en sus planes.


BITS BLOG.
Verizon's Results Show It Doesn't Need the iPhone.
By Saul Hansell
April 27, 2009, 4:20 pm



Verizon's financial results, released Monday, underscore a point I made last week: AT&T needs the iPhone more than Verizon does, so it has more incentive to outbid its rival to keep the exclusive deal.

Verizon is certainly playing it cool. In a conference call with analysts on Monday, Dennis Strigl, Verizon's chief operating officer, responded noncommittally to a USA Today report about talks with Apple. "We're always open to discussions with any supplier," he said, according to ZDNet. "We have no announcements to make relative to Apple today. Historically we haven't been dependent on any one device."

And indeed, the company's wireless division is doing just fine. It added a net 1.3 million customers in the first quarter. It added 1.0 million customers, when you deduct business lines and prepaid accounts.

By contrast, AT&T added a net 1.2 million wireless accounts in the quarter, of which 875,000 were consumer postpaid. Of those, 640,000 were iPhone users who didn't already have AT&T accounts.



iphone.

In other words, Verizon is growing faster without the iPhone than AT&T is growing with it. And new iPhone users represent three-quarters of AT&T's net new accounts.

Verizon probably does have a significant interest in dragging on negotiations as long as possible.

Not only does that have the potential to frustrate AT&T, but it also gives Verizon the most opportunity to assess the appeal in the market of the Palm Pre and the next crop of phones using Google's Android and Microsoft's Windows Mobile operating system.

If the market for smartphones continues to be wide open, with innovation coming from a lot of corners, Verizon doesn't need to bid up to win the iPhone. Indeed, the better other smartphones are, the lower the iPhone's value will be to AT&T as well.

On the other hand, if consumers start to form a distinct preference for Apple's vision of handheld computing and communication, as they did for its iPod media player, the value of the iPhone soars.

Another unanswerable question is the regulatory environment once the cellphone companies switch over to their new fourth-generation networks. Then it will be technically possible for a single phone to switch from AT&T to Verizon or vice versa. Whether the government will allow companies to cut exclusive deals then is not clear.



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Twitter y Yammer aumentan la productividad de las empresas ?


BITS BLOG.
Will Microblogging at Work Make You More Productive?
By Claire Cain Miller
October 21, 2008, 11:11 am



On Tuesday, The Times published an article I wrote about Twitter and Yammer,two microblogging services that let users blast short messages to a group of virtual followers.

Twitter has gotten a lot of buzz since it was created in 2006. Yammer is new on the scene, just six weeks old, with a different goal: to be Twitter for businesses.

Yammer was created for employees of Geni, a family tree Web site. When they discovered how useful it was for them, David Sacks, the founder of Geni, decided to spin Yammer off into its own company with $1 million of Geni's venture funding. Mr. Sacks, a PayPal co-founder, now runs both start-ups and is raising a new round of funding for Yammer.

On Twitter, people write about the important and the mundane, like, "At school and debating whether I should have more coffee." With a workplace focus, Yammer will not deal in such trivialities, Mr. Sacks said. "People don't want to hear from their friends five times a day about what they're doing. But they do want to hear from their co-workers five times a day about what they're working on," he said.

The central question on Twitter, "What are you doing?" is transformed on Yammer to, "What are you working on?" There are other features specific to the office. Unlike Twitter, which limits users to 140 characters, Yammer's users can type as much as they want and reply to specific messages. They can attach photos, documents or videos. Yammer also has user profiles and will soon add groups, so people can have conversations that other employees cannot see. It has plans to include vendors or consultants outside the company network. Users can check Yammer and post updates from the Web, instant message services or phones.

And just why do we need this when e-mail and instant messaging do similar things?

E-mail no longer serves its proper purpose, which is to request an active response, Mr. Sacks said.


All the rest of the stuff that clogs in-boxes — mass e-mails sharing a link to an article, for example, or notifications of company events — makes e-mail less efficient. He wants to move all that to Yammer.

Mr. Sacks believes that Yammer can rise above all that. "If we're successful, ultimately people will see e-mail and I.M. as simply delivery channels for Yammer content," he said.

On a recent day at Yammer, for example, one employee sent around a link to an article about a new social networking experiment at Yahoo. The company's lawyer wrote that he was working on employee stock option agreements and several employees responded with questions about the options package. Someone announced that the catered lunch menu included California rolls and chicken kebabs.

Yammer is free for anyone with a company e-mail address. Mr. Sacks hopes that it spreads within companies and catches the eye of the higher-ups. At that point, a worried I.T. employee or executive usually calls Yammer and asks about the security features. Those include limiting the I.P. addresses that can read a company account, requiring passwords, cutting off ex-employees and removing certain messages. Once a company administrator takes over, Yammer charges $1 per user per month.

Mr. Sacks hopes to skirt the I.T. department and empower employees. "Instead of the most jaded person about new technology in the company making the decision, the most forward-thinking person in the company can do it," he said. People are itching to use the Web tools they use at home in the office, he said, and this is a way to speed the process. It also saves Yammer money on an expensive enterprise salesforce.

Some people have complained that this strategy is tantamount to blackmail, Mr. Sacks said, because it forces companies to sign up to control it since their employees are already using it. He disagrees — an I.T. department can always block Yammer's Web site, he pointed out.

In the first six weeks, 60,000 users have signed on, and 4,000 of them have convinced their companies to pay. People at Cisco Systems, Xerox and Hewlett-Packard use it. Mr. Sacks has received calls from a farm equipment supplier with thousands of remote sales reps, a motion picture company that already has 400 employees using Yammer and a casino company that has 25,000 employees in other countries.

Yammer is a new way to do a lot of stuff we already do at work. Social enterprise software like Clearspace from Jive Software and SharePoint from Microsoft offer some of these features. Companies already use Twitter and Facebook to communicate with co-workers. For many years, instant messaging has been solving a lot of the problems that Mr. Sacks has with e-mail.

What do you think? Do workers need a new way to communicate? Or will Yammer be yet another inbox to keep up with in an already cluttered digital world?



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sábado, abril 25, 2009

NYT Servicio "Zoombak". La versión "criolla"; -MapFront-Triplog-, se consigue en el Showroom DePapaya/Geinsys SuperOutlet La80.............


PERSONAL TECHNOLOGY/ State of the Art.
Zoombak Tracks Your Dog, Your Car, Even Your Children
By DAVID POGUE
Published: April 22, 2009


Stuart Goldenberg

You have to wonder if anyone in Hollywood has ever actually seen a computer.

Here we are, 30 years into the PC revolution, and computers in the movies still do all kinds of unrealistic things. Text chatters as it spills across the screen. A wrong password produces a blinking ACCESS DENIED message. Confident technicians, when told to "enhance" a security-camera freeze-frame, somehow manage to zoom into a 640-by-480-pixel image about 50 times.

And then there are those tracking dots, those tiny self-adhesive (or skin-implanted) buttons that spies use to follow their targets across the globe. They're such a common plot device, it seems downright unfair that they don't actually exist.

Actually, their great-grandparents do. There is such a thing as a GPS-based locator. Today's consumer models aren't quite as small as those "Mission: Impossible" dots, but otherwise perform the same function. And you don't need a beeping hand-held receiver to track the transmitter, either; a Web browser will do the trick.

Most of these gadgets cost about $500, $50 a month in service charges and a couple of bucks every time you request a location fix. Trucking companies use them, for example, to manage their fleets. But a company called Zoombak has come up with an interesting, consumer-friendly twist: make a transmitter the size of a 1980s pager, price it at $100 and charge $15 a month for unlimited tracking. (The service price drops even more if you pay in advance, and there's currently a two-months-free promotion.)



Zoombak is small enough to attach to a dog's collar.

Now, Zoombak won't get rich catering only to spies; after all, if the movies are any indication, another dozen spies seem to die off during every single mission. Instead, the company suggests that you can install its locator on things like your car (in case it's stolen), your pet's collar, your child's backpack, your older relative's glove compartment, your luggage or the lawn equipment that you lend to your low-life neighbor.

The company daintily avoids mentioning the screamingly obvious, and much more controversial, uses for the Zoombak: secretly tracking the movements of your spouse, children or employees. The Zoombak can certainly be used this way — it works even when it's hidden inside a glove compartment. But you might blow your cover when you retrieve it for charging every three or four days. And you'll have a lot of explaining to do if your subject discovers the thing.

All right then. Suppose you have no ethical qualms, or at least you've managed to squelch them. Here's how it works.

The transmitter itself is 2.9 by 1.7 by 0.8 inches, 2.5 ounces, ruggedly built with a waterproof cover for the charging jack (clearly a nod to nomadic-dog applications). It has a single rubber on-off button — you hold it down for several seconds — and a single blinking green indicator light. (It's so small, in fact, that I actually managed to lose the first unit that Zoombak sent me for review; the battery died before I noticed. To lose a tracking device... how embarrassing is that?)

At Zoombak.com, you can have all kinds of fun. You can click Find Now to see where the transmitter is at the moment, accurate to within a few yards and displayed on a Microsoft Earth map. Frankly, the map is too small — you have to do a good deal of zooming and panning to figure out what you're looking at — but at least it gives you a choice of road map, satellite view or aerial view (photos taken by airplanes from different angles of the same spot).

You can also look at a bread crumb trail of where your locator has been recently, although this information is generally sent to the Web site only once every four hours.

(Alternatively, you can turn on "continuous" mode, which generates five-minute bread crumbs in an hourlong burst.) Successive location reports are indicated by pushpins on the map, cleverly filled by fainter colors as they age.

You can also set up the Zoombak to notify you, by text message or e-mail, when someone tries to turn the thing off, or when the battery dies.

Most intriguingly, you can define up to five "safety zones": addresses or other points with a radius that you specify. You might define a 200-yard circle as OurHome and a two-mile region as CollegeCampus.



Zoombak can be set up to alert you automatically when it has left a preset "safety zone."

Once you've done that, you can set up automatic, free alerts for those locations. When your trackee enters or leaves one of these zones, you get a text message, an e-mail message or both saying, for example, "Chris has arrived at IrresponsibleFriendsHouse."

You can also ping the Zoombak at any time from your cellphone, once you've registered that phone on the Web site. You may feel as if you're doing your taxes all over again — you have to type out your password, a comma, a space and then its name ("1823, Spybot7" or whatever). But in seconds, you get a text message that says something like, "Your Zoombak locator Spybot7 is currently located near 500 West 57th St, New York, NY." It's creepy good.

When all of this works, it's awesome. As long as your wily subject doesn't toss the Zoombak into the back of a passing truck, à la "The DaVinci Code," you're getting pure peace of mind for $15 a month.

So why wouldn't it work? Why are the customer reviews on Amazon all over the map?

First, Zoombak's price, features and reliability have come a long way since its debut a year and a half ago. It used to cost $200, not $100, and there were plenty of technical glitches and missing features at the outset. (There's also a pet version, also $100, which includes a Velcro pouch to attach it to the pooch's collar, and a car-kit version, $150, that includes a cigarette lighter cord as well as a hard-wired trunk-installation kit.)

Second, that safety-zone alert system depends on the Zoombak's 15-minute ping schedule. If your dog runs into a zone and then runs out again within 15 minutes, you won't even know it happened. This also means that whoever kidnaps your child or hot-wires your car has at least a 15-minute head start.

Finally, and most important, once Zoombak determines its location using GPS, it transmits that information to you using the cellular network. Unfortunately, it's T-Mobile's.

As you probably know, T-Mobile's American coverage is not, ahem, blanketlike; huge swaths of this country out West, and far too many smaller swaths everywhere else, have no signal at all. In those areas, the Zoombak falls into radio silence — useless. If I were a car thief or dognapper, I'd set up shop in Montana.

That's the biggest downside, but it's not the only one. For example, although the Zoombak has a 30-day guarantee, you can never change its account information. When old Rover finally arrives at the big kennel in the sky, your Zoombak can't protect another family's deserving critter.

The Web site needs a lot of design help, too — should you click Save or Finish? Locator or Tracking? — and it's incompatible with the Safari Web browser. There have been plenty of complaints online about Zoombak's Costa Rica-based tech support department, too, although Zoombak swears that that's improved recently, and at least it's available 24 hours a day, toll-free. For some people, there's a certain flakiness to those e-mail and text-message alerts, too.

So who knew? There really is such a thing as compact tracking devices, just like the ones in the spy movies. This one is nicely priced, well built and, fortunately, undergoing constant refinement.

Even so, Hollywood still has a ways to go before it attains accuracy in its depiction of real-world technology. Just once, I'd like to see the hero of "Mission: Impossible" lose the villain's trail, swat his forehead and mutter, "Dang that T-Mobile network!"

To see the VIDEO click here or over image.


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martes, marzo 24, 2009

El iPhone no es un teléfono: es un computador que de paso permite hacer llamadas.

Marzo 24 del 2009

Debido al énfasis de Apple en las "aplicaciones web", el teléfono iPhone está en la punta del lote.

Javier Méndez
Editor de Tecnología

Apple, más que ninguna otra compañía, tiene claro que el iPhone no es un teléfono: es un computador que de paso permite hacer llamadas.
Y lo que hace popular un computador son los programas a disposición de los usuarios.

Aunque en el mundo hay 4.100 millones de suscriptores de telefonía celular (según la UIT), la revolución que traerán esos aparatos apenas comienza a insinuarse entre un pequeño grupo de usuarios; es la revolución que se producirá cuando la gente salte de los celulares básicos a los teléfonos inteligentes, los cuales en esencia son flexibles y poderosos computadores de bolsillo con acceso a Internet. Quien lidere esa transición llenará sus arcas de dinero y tendrá un gran control sobre este descomunal mercado.
Por ahora Apple parece estar en la punta del lote.


En el 2008 se vendieron 1.220 millones de celulares en el planeta, de los cuales 139 millones eran teléfonos inteligentes, según la firma Gartner. Los despachos de esos equipos avanzados están creciendo más rápido que los de los celulares comunes, y en la medida en que representen una porción más grande del pastel la forma como uno escoge un teléfono móvil irá cambiando.

Hoy en día la gente compra el celular por el hardware, y no por el software que lo controla (el sistema operativo). Lo habitual es que uno se deje seducir por la dulces curvas de un teléfono o por las especificaciones de sus componentes, y no por las sutiles cualidades de su sistema operativo (Symbian, Windows Mobile, etc.). Pero en un teléfono inteligente este último aspecto tiene gran importancia.

Y creo que en eso el iPhone tiene una ventaja: la gente sí escoge ese teléfono por su software. Y no me refiero solo al magnetismo que ejerce la sencillez de dicho sistema (el iPhone OS), que redefinió el uso de los teléfonos al permitir el manejo con los dedos; esa característica, de hecho, ya la copiaron los demás fabricantes. Se trata también de la exitosa estrategia de Apple de facilitar al máximo la descarga de aplicaciones, que está marcando una diferencia.

Apple, más que ninguna otra compañía, tiene claro que el iPhone no es un teléfono: es un computador que de paso permite hacer llamadas. Y lo que hace popular un computador son los programas que se pueden utilizar en él.

Tal como Windows es líder en el mundo de los PC porque hay docenas de miles de programas que se pueden emplear en ese sistema (muchos más que para el Mac o para Linux), el teléfono inteligente que atraerá más usuarios será el que ofrezca más programas útiles y divertidos.



En eso el iPhone lleva la delantera y no porque tenga más software disponible, sino porque lo hace más fácil de conseguir y porque Apple ha generado un ecosistema que está cautivando un número creciente de usuarios y desarrolladores de software.

El pilar de la estrategia es su tienda en línea de aplicaciones para el iPhone, App Store, que en apenas ocho meses de vida completó 25.000 programas (estos ya acumularon 800 millones de descargas).

Para otros sistemas móviles hay más programas, pero los usuarios de esos teléfonos no tienen tan claro cómo se descargan, de dónde se bajan y muchos de ellos ni siquiera saben que sus celulares ofrecen esa capacidad.

La firma Nielsen Mobile reveló hace un par de meses que el propietario típico del iPhone había descargado por lo menos 15 programas en los seis meses anteriores, período en el que el usuario promedio de otros teléfonos inteligentes no había bajado una sola aplicación.

Este apetito por el software atrae un número cada vez mayor de programadores, que le dan a la tienda un fuerte dinamismo: el número de aplicaciones en App Store se duplicó en solo dos meses (entre enero y marzo del 2009).

Aunque muchos de esos productos son gratuitos o cuestan menos de 10 dólares, lo que motiva a estos programadores es el tamaño potencial del mercado: los despachos del iPhone crecieron 245 por ciento en el 2008 (mucho más que los de cualquier otro rival), hay 17 millones de iPhones en la calle y este ya es el tercer teléfono inteligente más vendido del mundo.

Todo ello pese a que el iPhone OS está lejos de ser perfecto. De hecho, tiene limitaciones enormes frente a otros sistemas móviles, pero Apple está trabajando en ellas.

El 17 de marzo, Apple ofreció un vistazo preliminar a la versión 3.0 del iPhone OS, que llegará al mercado a mediados del 2009, y en ella incluyó características que era inaceptable no tener, como la opción de copiar y pegar textos o imágenes. Además, agregó funciones que podrían ser un hit: por ejemplo, la posibilidad de que dos personas se enfrenten en un mismo juego a través de la conexión inalámbrica Bluetooth del teléfono, y una herramienta para hacer búsquedas en el contenido del teléfono.


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COPYRIGHT © 2009 CASA EDITORIAL EL TIEMPO S.A.
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