Archive for May, 2010

Teen Muziic founder Shawn Fanning is my hero

Thursday, May 27th, 2010

“Can you do that?” Mark asked.

Other challenges may prove less fun.

15-year-old David Nelson co-founded Muziic, a new music service, with his father. Whether the site is legal remains unclear.

The Nelsons say that they want to deal in good faith with the labels and they suspect the record companies will welcome them. “We think we solve a lot of the problems confronting digital music,” Mark said.

David got excited. “It needs to be a desktop app,” he told his father. “It’s got to be something that anybody can open up in Windows. Imagine if you took YouTube and could play the videos in a media player.”

In Muziic’s case, the Nelsons also have to worry about television networks and film studios. On YouTube there are a lot of music performances recorded from television or film. Do YouTube’s licenses cover sites like Muziic?

Muziic, which launched two weeks ago, is a music service that piggybacks on YouTube. Nelson’s software rounds up YouTube’s music videos and enables users to sort and add them to playlists as if they were MP3s. There’s no messing around with YouTube’s search engine, videos, or advertisements.

He was 14 at the time.

One thing the Nelsons say they don’t worry about is YouTube.

David taught himself how to write code, he says. At age 8, he started messing around with HTML. He moved up to JavaScript, PHP, and finally Visual Basic. He said while other kids were outside playing, he was inside reading manuals on scripting languages. His father, who works nights operating machinery at U.S. aluminum giant, Alcoa, says he knows his way around a PC, but doesn’t know how to write code. “David did all the coding,” Mark says.

During the past two years, the big labels partnered with ad-supported streaming services such as Imeem, MySpace Music, and Last.fm (owned by CBS, parent company of CNET News). They hoped the sites would one day generate big advertising bucks and spur download sales, according to record industry sources. Recent studies show, however, that free streaming may compete with sales, the sources said.

That could rankle some label executives. One of their major complaints about digital music services over the past several years is that many launched first, built followings–enticing visitors with free music–and then told the labels “we’re here, so there’s nothing to do but negotiate a licensing deal with us.”

In some ways, it was easier then to launch a disruptive music service than for today’s start-ups. Music executives have a greater understanding of technology. They also can be more wary. They still cut plenty of deals with digital services, but negotiations can be complex. The costs of obtaining licenses from a major label can run into the millions. For companies that don’t negotiate, litigation can be just as expensive.

Later in the day, a YouTube spokesman issued a statement about Muziic that at best was noncommittal: “We encourage people to leverage the power of our open API to embed YouTube videos in creative and innovative ways that comply with our terms of service.”

But the question of the site’s legality is still unanswered. Mark Nelson, David’s father and Muziic’s co-founder, acknowledged this week that Muziic was built without the consent of YouTube or any of the major recording companies. What’s unclear is whether Muziic complies with the terms of service for YouTube’s API or whether the big record companies will object on the basis of copyright.

Nearly a year ago, Mark and David were watching “Star Trek” in their living room when Mark suddenly asked: “Wouldn’t it be great if we could use YouTube’s API to build a music site?”

There’s nothing but father and son.

Those costs are likely to rise, however. A story about the service published last Saturday by CNET blogger Matt Rosoff helped raise the site’s profile. Muziic now sees a total of 70,000 visitors per day, says Mark. Before Rosoff’s story, the site received about 4,000 daily visits. In the two weeks since the site’s launch, Muziic’s software app has been downloaded more than 500,000 times.

David paused to consider what it would take. “Yes,” he said.

If some in the music sector think the elder Nelson sounds arrogant, on the phone he sounds more naive than confident. One must remember there’s no public relations rep coaching the Nelsons during interviews. There are no MBAs, no lawyers, not a dime of venture capital money.

“We’re not scared of Google,” said David. “Those guys know a good idea when they see one, and I think they’re going to recognize our service is a great way to listen to music.”

Mark and David may have had some of these questions answered prior to launch had they spoken with YouTube. They said one reason they didn’t was to avoid exposing their work to other developers. The other reason was David and his father didn’t want to risk getting shutting down, David said.

David said he solved the problem by caching queries made by Muziic’s users so information can be pulled from his site’s servers instead of YouTube’s. It’s obvious by the way David explains the fix that he enjoys trouble-shooting tech problems.

Navigating the music sector

When Fanning unleashed Napster in 1999, the record companies were still very much in the dark about digital music, file sharing, and the power of the Web to transmit songs.

What is clear is that a teenager–armed only with a good idea and precocious coding skills–has plopped himself into a rapidly shifting and legally shaky digital music climate. The record companies, perennially struggling with the digital world, may just now be developing serious doubts about sites like Muziic.

Managing this kind of growth isn’t easy for a two-man operation (in David’s case “man” is used loosely). On Wednesday, Muziic saw some performance issues as a result of making too many queries to YouTube’s API servers, David said. YouTube limits the amount of traffic from developer sites.

‘Can you do that?’
“We don’t have anything against sharing with the music industry,” said Mark Nelson when asked whether he worries about lawsuits or paying licensing fees.

Nelson, who lives with his parents in Bettendorf, Iowa, about 60 miles east of Iowa City, said: “We knew when we started out that the key was to develop something legal.”

Representatives from the three largest labels still doing business on YouTube, Universal Music Group, Sony Music Entertainment, and the EMI Group, either declined to comment or did not respond to interview requests.

There’s little about Muziic that compares to Napster, the peer-to-peer service that helped demolish the traditional music business and usher in a new digital era. Yet, Napster in its original trailblazing form didn’t last long. The site, some would argue, doomed itself by defying copyright law. For Muziic, Nelson has more modest goals and higher hopes.

David Nelson, the 15-year-old co-founder of the free site Muziic, idealizes Napster creator Shawn Fanning. But that doesn’t mean he’s going to run his business the same way.

Besides helping his son generate ideas for the site, Mark Nelson’s biggest contribution to Muziic is paying the bills. According to David, the entire Muziic project has cost the Nelson family less than $10,000.

Last weekend, a YouTube spokesman said that after a preliminary review of the site, Muziic appears to violate its terms of service. The spokesman didn’t specify how. On Thursday, Mark Nelson, 45, said he and David were contacted by YouTube and talks between the companies have begun.

(Credit:
Mark Nelson)

“We’re not scared of Google. Those guys know a good idea when they see one, and I think they’re going to recognize our service is a great way to listen to music.” –David Nelson, Muziic’s 15-year-old co-founder

Often the labels do just that. But music execs say using their libraries to draw an audience and then later ask for rights can undermine potential partnerships. They also emphasized that a site with a big following isn’t guaranteed a deal. Just ask Project Playlist, a service that launched first, got sued by the recording industry, and as a result has been bounced off the top social networks.

What does David do for fun? Like most teens, he hangs out with friends. But he also enjoys reading about two of his other heroes, Google co-founders Larry Page and Sergey Brin. “I’m into Google history,” David said. “I like learning about business.”

Green news harvest Parsing the EPA new coal plant

Monday, May 24th, 2010

A sampling of
green-tech news with quick commentary.

EPA Coal Decision Levels Playing Field for Wind, Solar - Wired.com
A good parsing of the EPA coal ruling’s impact on clean tech. My sense is that we should expect more legal wranglings over EPA oversight over greenhouse gas emissions. More here.
Renewable energy may end up scarred, but stronger - International Herald Tribune
Another pulse-check on the renewable energy industry, again showing concerns in short term and optimism over long term.
UK coal agrees to windfarm venture - The Independent
Venture seeks to construct wind farms at coal mines.
Google exec Dan W. Reicher considered for energy secretary - NYTimes.com
Wouldn’t be surprising–Reicher is heading Google.org’s energy push and is a former energy department official.
At Exxon, Making the Case for Oil - NYTimes.com
The print headline for this profile of mighty Exxon was “Green is for sissies.” The clean-tech angle: they could be players in carbon capture and storage. Thomas Friedman | The Daily Show | Comedy Central
Thomas Friedman talking up his book, “Hot, Flat, and Crowded,” in which he argues that the U.S. needs to invest heavily in clean-energy technology to be competitive economically.
Animation: RecycleBank Single Stream Recyling
If you ever wondered how high-tech recycling worked.
CMEA Ventures to Raise $400M Fund - Red Herring
This mirrors something Kleiner, Perkins, Caufield & Byers has already done: create a fund for late-stage rounds to commercialize start-up technology.

Digg CEO says company’s not for sale

Thursday, May 20th, 2010

Not for sale? Riiiiiight.

Digg raised a whopping $28.7 million in Series C funding in September, which Adelson and Rose said would go toward fueling a major site expansion. The company didn’t disclose a post-round valuation, but VentureBeat heard that it was only $164 million–significantly less than the $250 to $300 million prices that were oft-whispered about in Valley social circles.

That, honestly, wouldn’t be such a bad idea. Digg’s biggest problem isn’t user activity–it has one of the most loyal and addicted audiences on the Web–but the fact that its core user base is very niche. It experienced a surge in political traffic as election season rolled on, but its core is geek news; hot topics right now are screenshots from the movie Wolverine and airborne laser weapons.

Adelson even remarked to BusinessWeek that buying some of these smaller social news sites could help make Digg stronger, especially now since the recession may make some of them dirt-cheap. “There are Digg clones around the world in every country,” he said to Ante. “I could go into those markets and clean up those sites. If I needed more capital to do a deal, I could probably do it.”

It’s an old (ha) Silicon Valley maxim that any company is for sale, assuming the right buyer comes along and offers the right deal. What’s likely is that Digg has come to realize that in this economic climate, it’s not going to get the price that Adelson and founder Kevin Rose want.

Here’s my theory: The longer Digg waits for the perfect bid, the longer it’s in danger of having its valuation chipped away. The truth is, it’s not very difficult for a site to institute a “social news” feature or other form of Digg-like interaction. Current Media, after Digg spurned an acquisition offer, built Current News and now aggregates user-picked stories into an hourly TV show. Yahoo built Yahoo Buzz, which can propel stories to the front page of its portal. Some Google users occasionally report seeing experimental features in which they can vote on search results. There are smaller ones, too: Reddit, which sold early to Conde Nast, is still alive and kicking. A start-up called Kirtsy puts a girlier spin on the Digg model.

Jay Adelson, CEO of social news company Digg, has used a BusinessWeek interview to attempt to quash those long-standing acquisition rumors. From what he said, Digg is not for sale.

“Now I am pressured to keep costs reasonable and focus more on the top-line revenue, which we really haven’t done ever,” Adelson said to BusinessWeek’s Spencer Ante, saying that he now hopes to make the company profitable in one year instead of two.

Getting political the right way The Mark Shuttlew

Tuesday, May 18th, 2010

Tim O’Reilly recently defended his decision to put a political endorsement on his blog (spoiler for those who don’t know how Sonoma County votes: He’s for Obama), and did a reasonably good job of supporting the decision. Mark Shuttleworth, founder of Ubuntu, however, does a much better job in a post of his own.

Mark then goes on to explain the attributes of successful regulators. It’s well worth reading, and serves as a poignant reminder of how to get involved in politics without getting political.

Mark’s secret? Stick to principles, not parties.

I don’t fault Tim for wanting to get the vote out in behalf of his preferred candidate. But I think public figures like Tim and Mark have a duty to use their influence with caution and care, and I think Mark’s promotion of right principles is a better way than Tim’s declaration of right candidates.

But I chose my words carefully when I said “regulated capitalism”. I used to be a fan of Adam Smith’s invisible hand, and great admirer of Ayn Rand’s vision. Now, I feel differently. Left to its own devices, the market will tend to reinforce the position of those who were successful in the past, at the exclusion of those who might create future successes. We see evidence of this all the time. The heavyweights that define an industry tend to do everything in their power to prevent innovation from changing the rules that enrich them.

commentary

The leaders and decision makers in a centrally planned economy are just as fallible as those in a capitalist one–they would probably be the same people! But state enterprises lack the forces of evolution that apply in a capitalist economy–state enterprises are rarely if ever allowed to fail. And hence bad ideas are perpetuated indefinitely, and an economy becomes dysfunctional to the point of systemic collapse. It is the fact that private enterprises fail which keeps industries vibrant. The tension between the imperative to innovate and the consequences of failure drives capitalist economies to evolve quickly. Despite all of the nasty consequences that we have seen, and those we have yet to see, of capitalism gone wrong, I am still firmly of the view that society must tap into its capitalist strengths if it wants to move forward.

Mark doesn’t talk about politics at all, per se, though they’re hiding just behind his words. Instead, he talks about the value of regulated capitalism, and gives testimony of his time living in post-Soviet Russia as a reason for believing in capitalism…but not unfettered capitalism:

Windows Embedded learning to take direction

Monday, May 10th, 2010

In addition to mapping, NavReady provides for features like Live Search, Bluetooth, and MSN Direct services for things like traffic, weather, and gas price info.

“Our adoption of Windows Embedded NavReady 2009 is a significant step in our ongoing mission to create superior customer experiences on PND to consumer devices,” Mio President Samuel Wang said in a statement. “Having a category-specific platform like Windows Embedded NavReady 2009 dramatically simplifies the process of building a connected GPS navigation device.”

Microsoft plans this week to demo for the first time a Windows-based portable navigation system running a new custom version of Windows.

At a trade show in Hungary, the software maker is showing a system from Mio Technology that is running the Windows Embedded NavReady 2009 operating system that Microsoft announced back in June.

At the time, the software maker said it would have systems out in time for this year’s holiday shopping season. However, Mio’s press release said it is not planning to have its systems out until sometime next year. I’m checking to confirm that things have indeed fallen behind schedule.

Applied Materials warns of loss

Monday, May 3rd, 2010

Applied will continue to pursue cost reductions, including shutdowns. “The company intends to continue implementing cost reduction programs, including shutdowns and additional restructuring activities, as appropriate for the unprecedented business conditions.”

Net sales for the first fiscal quarter are expected to be approximately $1.33 billion, down 35 percent from the fourth quarter of fiscal 2008, and at the low end of the previously provided target range of down 25 percent to 35 percent, Applied said. The company plans to announce and discuss its actual earnings on February 10.

In related news, global chip sales fell 22 percent in December amid a sharp drop in demand in almost all major chip categories, the Semiconductor Industry Association (SIA) said Monday.

Applied Materials warned Monday of a first-quarter loss. One of the biggest charges cited was doubtful accounts, as customers failed to pay up.

The largest maker of chip production equipment said that it expects a net loss in the range of 9 cents to 11 cents per share for its first fiscal quarter, which ended January 25. It pointed to a restructuring charge of approximately $133 million (or 6 cents per share) associated with a cost reduction program announced on November 12, 2008, as the largest charge. At that time, Applied said it would cut 1,800 jobs, or about 12 percent of its work force.

Applied said this Monday about the steeper losses: “On November 12, 2008, the company provided a target of earnings per diluted share for the first fiscal quarter in the range of $0.00 to $0.04. This target did not include the above charges, which could not be estimated or were not known at that time.”

The second-largest charge was $48 million (or 2 cents per share) for “doubtful accounts receivable related to certain customers’ deteriorating financial condition,” the company said in a statement. Additional inventory charges of $20 million (or 1 cent per share) were due to a decline in demand for semiconductor and display products.