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You can reach the person managing the list at [EMAIL PROTECTED] When replying, please edit your Subject line so it is more specific than "Re: Contents of Medianews digest..." Today's Topics: 1. Apple Teams Up With Air France, Continental, Delta, Emirates, KLM & United to Deliver iPod Integration (Monty Solomon) 2. Broadband: Not Always Full Speed Ahead (George Antunes) 3. Universal Music Sues MySpace for Copyright Infringement (George Antunes) 4. Iran: Ted Koppel 2 Hour Discovery Channel Documentary Airs Sunday (George Antunes) 5. 1 Shot in Conn. Amid PlayStation Mayhem (George Antunes) 6. Miller's AOL Innovation Speeded His Demise (George Antunes) 7. New Brain Trust Plans Microsoft's Future (George Antunes) 8. Target, Disney in DVD truce (George Antunes) 9. Delta rocket launches GPS satellite into space from Cape Canaveral (George Antunes) 10. Leonids to peak tonight (Greg Williams) 11. Target backs off in online movies feud (Greg Williams) ---------------------------------------------------------------------- Message: 1 Date: Sat, 18 Nov 2006 00:33:17 -0500 From: Monty Solomon <[EMAIL PROTECTED]> Subject: [Medianews] Apple Teams Up With Air France, Continental, Delta, Emirates, KLM & United to Deliver iPod Integration To: undisclosed-recipient:; Message-ID: <[EMAIL PROTECTED]> Content-Type: text/plain; charset="us-ascii" Apple Teams Up With Air France, Continental, Delta, Emirates, KLM & United to Deliver iPod Integration - Nov 14, 2006 08:30 AM (PR Newswire) CUPERTINO, Calif., Nov 14, 2006 /PRNewswire-FirstCall via COMTEX News Network/ -- Apple(R) today announced it is teaming up with Air France, Continental, Delta, Emirates, KLM and United to deliver the first seamless integration between iPod(R) and in-flight entertainment systems. These six airlines will begin offering their passengers iPod seat connections which power and charge their iPods during flight and allow the video content on their iPods to be viewed on the their seat back displays. ... - http://www.quote.com/home/news/story.asp?story=62402949 ------------------------------ Message: 2 Date: Sat, 18 Nov 2006 11:41:00 -0600 From: George Antunes <[EMAIL PROTECTED]> Subject: [Medianews] Broadband: Not Always Full Speed Ahead To: medianews@twiar.org Cc: [EMAIL PROTECTED], [EMAIL PROTECTED], [EMAIL PROTECTED], [EMAIL PROTECTED] Message-ID: <[EMAIL PROTECTED]> Content-Type: text/plain; charset=iso-8859-1; format=flowed; x-avg-checked=avg-ok-4F6C56B November 18, 2006 Not Always Full Speed Ahead By MATT RICHTEL and KEN BELSON NY Times http://www.nytimes.com/2006/11/18/technology/18broadband.html?_r=1&oref=slogin&ref=business&pagewanted=print What is a megabit worth? And what the heck is a megabit anyway? These questions are hard to avoid for consumers trying to make sense of the fast-growing menu of options for high-speed Internet access. More than ever, the nation?s phone and cable companies are trumpeting the speed of their Internet connections with ads that pitch ?blazing broadband? at ?up to 100 times faster than dial-up.? But as with so many consumer services, the devil is in the fine print. In more densely populated areas, many Americans now have not only a choice of broadband providers but also a range of different speeds to pick from. As the options proliferate, consumer advocates say it is getting tougher for people to tell what service is best for them ? and which packages promise more than they deliver. Confusing matters, broadband lines are increasingly being bundled with television and phone services, making it difficult to determine how much the high-speed connection actually costs. The offers, consumer advocates say, are not always straightforward. With few exceptions, they include language that says consumers will get ?up to? a certain speed, typically expressed in megabits per second. (An MP3 song file that takes 12 minutes to download over a dial-up line would take 27 seconds on a 1.5-megabits-per-second broadband line, and 8 seconds on a 5-megabit connection.) In many cases, consumer advocates and industry analysts said, customers do not get the maximum promised speed, or anywhere near it, from their cable and digital subscriber line connections. Instead, the phrase ?up to? refers to speeds attainable under ideal conditions, like when a D.S.L. user is near the phone company?s central switching office. ?They don?t deliver what?s advertised, and it?s inherently deceptive,? said Dave Burstein, editor of DSL Prime, a newsletter that tracks the broadband industry. ? ?Up to? is a weasel term that should be taken out of the companies? vocabulary.? The companies argue that their marketing is not misleading because the speeds they promise can actually be reached. Steve Howe, vice president for voice products at EarthLink, said his company?s use of the term ?up to? was accurate even though the speeds actually provided depended on other factors. The maximum is ?a number that you very much can get to,? Mr. Howe said. Eric Rabe, a spokesman for Verizon, acknowledged that the maximum speed promised was what was available ?under optimal conditions.? He argued that advertising those numbers was not disingenuous because the optimal speed at least provided a benchmark for comparison. Verizon cannot control, among other things, how quickly Web sites can deliver information that is requested by users. ?Once you get on the public Internet, all bets are off,? he said. While Mr. Rabe defended his company?s advertising policies, he said he could not do the same for competitors, particularly in the cable industry. ?We deliver the full speed or close to it more often than our competitors,? he said. But Mr. Rabe said he did not have statistics that would back up that contention. Determining the speeds consumers are actually getting is tough to measure. Cable speeds can vary if many people in one neighborhood are online at the same time, like after dinner. Access over phone lines can be slower if the customer is far from the switching office, where the Internet signal originates. Consumers may end up with slower browsing speeds if they use computers with older processors or visit crowded Web sites, things that are beyond the control of the cable or phone company. In a survey last summer in which 12,000 readers of PC Magazine downloaded software to test their connections, the magazine found that the average speed provided by major broadband companies during surfing of popular Web sites was typically less than half of the advertised speed. DSL Reports, a news and discussion Web site for broadband customers, keeps track of the results of speed tests that its users perform on their connections. In one recent week, the average speeds of major providers included 5.97 megabits a second for Comcast and 2.84 megabits for BellSouth. But those numbers can include results from customers who are paying for different speeds of service. Given all the variables, ?it?s getting more tricky to know what speed you?re really getting,? said Justin Beech, the founder and operator of DSL Reports. But Mr. Beech said he felt providers were getting more reliable with their speeds, in part because all the speed-test sites were enabling people to verify if they were getting what was advertised. ?In general, an I.S.P. that advertises a speed and doesn?t provide it will get crucified online until they fix it,? he said, referring to an Internet service provider. ?The vocal minority will check the line ? sometimes daily.? Upload speeds, the rate at which information is sent from the subscriber?s computer, are often far slower than download speeds. This is typically only a concern for customers who often need to upload photos and other large files, or those doing tasks where split seconds count, like online gamers and day traders. Complicating the debate, analysts and consumer advocates say consumers often do not need the high speeds that companies are pitching to them. The companies, they say, are spreading the false premise that more speed always leads to a better online experience, when in fact most online tasks like surfing the Web or sending e-mail messages can be done with more modest connections. That is what Greg and Robin Bernstein discovered when they wanted to get rid of their dial-up connection this past spring. They chose 1.5-megabit-per-second D.S.L. service from Qwest, the phone carrier in their Minneapolis neighborhood, mostly because they already had a local line from the company. ?The priority was to get faster service,? Mrs. Bernstein said. At the same time, she said, ?I wasn?t interested in a bill that would creep up. It doesn?t really matter to me as long as it works.? Even so, telecommunications providers say many consumers respond to ads for faster connections. Verizon, for instance, is building a state-of-the-art fiber optic network that lets it offer the fastest speeds of any major company. The service, called FiOS, now passes close to six million homes and includes broadband speeds of (up to) 5, 15 and 30 megabits per second that sell for $34.95, $44.95 and $179.95 a month. Verizon said that about 15 percent of those who can get the service are signing up within 12 months of it becoming available, a number that analysts say is promising. The company expects to have 725,000 subscribers by the end of the year. In parts of the New York metropolitan area, Verizon this summer raised the maximum speed of the service at no additional cost, to 10, 20 and 50 megabits. ?The network is future-proof,? said Virginia Ruesterholz, the president of Verizon?s telecommunications group, noting that the faster speeds are popular with gamers and people who watch video online. As Verizon?s network grows it is forcing competitors to respond. Cablevision, which competes head-to-head with Verizon in New York, New Jersey and Connecticut, this year raised the speeds of its broadband connections after Verizon began selling FiOS in its territory. The company now offers connections at 15 megabits per second for $44.95 a month, up from 10 megabits last year. Customers can also buy a 30-megabit line ? faster than is needed by most small businesses ? for an additional $14.95 per month. Time Warner Cable, which competes with Verizon in and around New York, has also raised its download speeds. Its $39.95 plan is now 8 megabits per second, up from 7 megabits, and its $49.95 plan is now 10 megabits, up from 8 megabits. All three companies said they were simply ensuring that their customers would have sufficiently fast connections given the growth in music and video downloading and other bandwidth-hogging practices. ?We think we?ve found that sweet spot? between speed and price, said Sam Howe, the chief marketing officer at Time Warner Cable. ?If there?s a speed arms race, it will become meaningless as consumers find out they?re buying more than they need.? Despite the rush of new offers, the United States still lags behind many countries when it comes to broadband speeds and prices. In 2005, it ranked sixth globally on a price-per-kilobit basis, according to the International Telecommunications Union. Prices were cheaper in Japan, South Korea, Taiwan, Iceland and Sweden, countries where the government took an active role in promoting broadband use. If experiences overseas are any guide, Americans can expect advertised broadband speeds to continue rising and, in places where there are competing companies, promotional prices to nudge lower or stabilize, particularly for customers who sign up for bundles of services that include phone and television. The variety of broadband speeds, price plans, discounts and technical hurdles that slow connections, have made it hard for shoppers to decide what is a good value, said Gene Kimmelman, vice president for federal policy at Consumers Union, publisher of Consumer Reports. ?Go into a TV store and look at different TVs; the picture you see is pretty much what you?re buying,? he said. ?But with D.S.L., do people really know what they?re buying?? Promotional offers for service often come with strings attached in the form of yearlong commitments and penalties for breaking them. With all the noise in the marketplace, some people shopping for broadband rely on the old word-of-mouth approach. ?I?m not real familiar with the technical part of the speeds,? said Lyle Rhodes, who lives near Chattanooga, Tenn., and recently signed up for a D.S.L. line from BellSouth. ?But from talking to friends who had BellSouth and Comcast, I figured it out. The numbers matter less as long as it?s fast.? Mr. Rhodes, who previously had a dial-up line from AOL, said price was another factor. His D.S.L. line will cost only a few dollars more than his dial-up, and he received a coupon good toward a new Dell computer. Comcast offered a good promotional price for six months, but after that, he worried that the price would exceed his budget. While added speed will not make a difference to most people, that is what the broadband providers are emphasizing, said Jim Louderback, editor in chief of PC Magazine. ?They?re definitely pushing speed more ? cable providers in particular, because they need to differentiate themselves from D.S.L.,? he said. Mr. Louderback had some simple buying advice: ?Unless you?re watching YouTube, or downloading a lot of video, go with what?s cheapest.? ================================ George Antunes, Political Science Dept University of Houston; Houston, TX 77204 Voice: 713-743-3923 Fax: 713-743-3927 antunes at uh dot edu ------------------------------ Message: 3 Date: Sat, 18 Nov 2006 12:00:11 -0600 From: George Antunes <[EMAIL PROTECTED]> Subject: [Medianews] Universal Music Sues MySpace for Copyright Infringement To: medianews@twiar.org Cc: [EMAIL PROTECTED], [EMAIL PROTECTED], [EMAIL PROTECTED], [EMAIL PROTECTED] Message-ID: <[EMAIL PROTECTED]> Content-Type: text/plain; charset=iso-8859-1; format=flowed; x-avg-checked=avg-ok-4F6C56B November 18, 2006 Universal Music Sues MySpace for Copyright Infringement By JEFF LEEDS NY Times http://www.nytimes.com/2006/11/18/technology/18myspace.html?ref=business&pagewanted=print The Universal Music Group, the world?s largest music company, filed a copyright infringement lawsuit yesterday against MySpace, the popular social networking Web site, for allowing users to upload and download songs and music videos. The suit, which also names MySpace?s corporate parent, the News Corporation, comes as the recording industry contends with how to exploit its copyrighted material online. The issue has taken on more importance as services built around user-generated content become popular and generate advertising revenue. The lawsuit, filed in federal court in Los Angeles, is seen as part of a strategy by Universal to test provisions of a federal law that provides a ?safe harbor? to Internet companies that follow certain procedures to filter out copyrighted works. The law requires sites to remove such content after being notified by the copyright holder. If Universal can win in court, it is likely to gain leverage in negotiating licensing terms with user-driven services ? just at the moment that those services are attracting deep-pocketed partners. Earlier this year, Universal?s chief executive, Doug Morris, publicly identified the YouTube video-sharing site and MySpace as copyright infringers. Universal successfully negotiated to take a stake in YouTube shortly before it was sold to Google for $1.65 billion, according to executives briefed on the deal who spoke on condition of anonymity. But licensing talks with MySpace recently reached an impasse. MySpace said in a statement yesterday that it complied with the requirements of federal law. The company said it had kept Universal, a unit of Vivendi, ?closely apprised of our industry-leading efforts to protect creators? rights, and it?s unfortunate they decided to file this unnecessary and meritless litigation.? ?We provide users with tools to share their own work ? we do not induce, encourage, or condone copyright violation in any way,? MySpace said. Last month, Universal filed similar copyright claims against two Internet companies that allow video sharing, Grouper Networks and Bolt. But in this instance, the music company is taking on a Web site that has become a cultural phenomenon, drawing tens of millions of users ? and one that some see as a powerful tool for performers to get exposure for their music and build networks of fans. One of the Universal?s own labels, Interscope Records, has a deal to distribute music by artists who are signed to a label run by MySpace. Interscope released a CD from a MySpace act, the Hollywood rap-rock artist Mickey Avalon, earlier this month. Universal?s lawsuit comes despite an announcement last month by MySpace that it had adopted technology to identify copyrighted material in order to enable compensation for the owners. MySpace said separately yesterday that it planned to deploy a new tool that would let copyright owners flag videos posted by users without permission; it said it would remove any videos that received such a marking. In court papers, Universal noted that unauthorized copies of music and video from one of its biggest acts, U2, were easily available on the site, as is material from an unreleased album by the rap star Jay-Z. In a statement yesterday, Universal said its music and videos ?play a key role in building the communities that have created hundreds of millions of dollars of value for the owners of MySpace. Our goal is not to inhibit the creation of these communities, but to ensure that our rights and those of our artists are recognized.? Anthony Berman, a San Francisco lawyer specializing in entertainment and Internet issues, said that while the procedures for an Internet company to receive a ?safe harbor? under the law were unambiguous, there might be room for legal debate about exactly which sorts of services could seek it. Mr. Berman said Universal?s case was intended more to press MySpace into a lucrative licensing deal rather than into a real court fight. ?It?s a way to get MySpace to the table,? he said. ?It?s less about piracy. It?s a lot about control.? ================================ George Antunes, Political Science Dept University of Houston; Houston, TX 77204 Voice: 713-743-3923 Fax: 713-743-3927 antunes at uh dot edu ------------------------------ Message: 4 Date: Sat, 18 Nov 2006 12:07:12 -0600 From: George Antunes <[EMAIL PROTECTED]> Subject: [Medianews] Iran: Ted Koppel 2 Hour Discovery Channel Documentary Airs Sunday To: medianews@twiar.org Cc: [EMAIL PROTECTED], [EMAIL PROTECTED], [EMAIL PROTECTED] Message-ID: <[EMAIL PROTECTED]> Content-Type: text/plain; charset=us-ascii; format=flowed; x-avg-checked=avg-ok-4F6C56B In 'Iran,' Ted Koppel Explores the Nation Behind the Label By Tom Shales Washington Post Staff Writer Saturday, November 18, 2006; C01 http://www.washingtonpost.com/wp-dyn/content/article/2006/11/17/AR2006111702073_pf.html No one erected a banner that said "Welcome Back, Ted," but there is a certain historical resonance in Ted Koppel's return to Iran for a new Discovery Channel documentary. That's because, of course, Koppel's nightly reports on the Iranian hostage crisis for ABC evolved into "Nightline" and made Koppel a household name, face and presence back in the days when a mere four networks ruled the airwaves. Now a network expatriate, Koppel is able to do on cable what no broadcast network would likely permit: take two hours of airtime to examine a subject thoroughly and imaginatively -- exactly what he does in "Koppel on Discovery: Iran -- the Most Dangerous Nation," a surprisingly lively report airing tomorrow night at 9. Koppel spent three weeks traveling around Iran, and though shadowed by government flunkies everywhere he went, appears to have enjoyed unusual freedom and access. The "most dangerous nation" tag was hung on Iran by George W. Bush in light of the Iranian government's apparent insistence on developing nuclear power and the possibility that doing so would lead to nuclear weaponry. But Koppel's report shows the country beset by so many internal problems and generational conflicts that building weapons of mass destruction might, by default, have a low priority -- and that's assuming the Iranians have the capability in the first place. Koppel traces the history of U.S.-Iran relations, and it's anything but a happy little tale. Enmity toward the United States goes back at least to the 1950s when the CIA installed the shah of Iran for a 25-year regime known for fabulous parties here in Washington and human rights abuses back home. Koppel visits the crumbling remains of the U.S. Embassy in Tehran, seized by shrieking mobs in 1979. "This is a nation that relishes the role of underdog," Koppel says, "and cultivates the image of martyrdom." He even finds a spot in a public square where young men can sign up for what amounts to suicide training; the sign above a long table says "Martyrdom Seekers Registration." Koppel says that 70 percent of the population is under 30, a new generation that, among other things, is trying to challenge the long-entrenched and fanatical suppression of women in Iranian society (they are required to ride in segregated subway cars, as one tiny sign of the pathology). Meanwhile, the country is run by old men with billowing beards, several of whom look like the Ayatollah Khomeini, a demagogue who helped foment hatred of the U.S. during his own notorious and tumultuous reign. The report is first-rate and often fascinating, as when Koppel tracks down "Sister Mary," the woman who served as Iran's spokesperson during the hostage crisis. Feisty as ever, Koppel challenges her to defend the characterization of America as "the great Satan." But Sister Mary is feisty, too. "Death to America" has now become an expression so common in the culture that it's practically the Iranian equivalent of "Have a nice day." It's always discouraging to see children being indoctrinated in the hatreds of their fathers, but sure enough, the report includes footage of sweet-faced young kids rhythmically raising fists as they repeat the "Death to America" chant. Anti-American posters are everywhere; one shows the Statue of Liberty with a hideous skull for a head, and another, less infuriating, says succinctly, "Bush = Hyena." Koppel's on-camera presence is more Yoda-like than ever, both in appearance and in the aura of authority that he carries with him wherever he goes. He does actually meet an Iranian or two who likes America and a young man who sends greetings rather than a death threat to President Bush. But when he listens to a crowd of men chanting their evening prayers, he's dismayed to hear "Death to America" interpolated into even supposedly sacred rites. Perhaps Koppel is a trifle too colloquial in his reporting style, saying of young aspiring martyrs, "These guys will die for their beliefs." If "these guys" is a little too informal, it hardly mars "Most Dangerous Nation," which was produced, as was the Koppel version of "Nightline," by the estimable Tom Bettag. Meanwhile, another longtime and legendary anchor, one who also worked with Bettag during his network career, made his return to American television this week, though in a vehicle not as soundly assembled as Koppel's show. "Dan Rather Reports," helmed by the former anchor of the now-sinking "CBS Evening News," premiered Wednesday night on HDNet, one of media magnate Mark Cuban's high-definition networks. Although the Rather hour contained some solid and absorbing journalism, the program lacked structure and cohesion and seemed chronically under-produced. Having Rather report all the stories himself, with no other journalists in sight, amounted to overexposure, and there were "cutaway" (reaction) shots of Rather in which he looked, justifiably, exhausted. Still, it was good to see him on TV again -- if you could find him. Very suspiciously, the DirecTV satellite guide for that night's viewing did not list Rather's program at 8, when it aired. Instead, the grid said "Title Not Available," which very rarely happens. DirecTV is now controlled by Rupert Murdoch's News Corp., so it's hardly being paranoid to wonder if this "mistake" weren't made on purpose. Years and years ago, when pugnacious personality Jack Paar attacked the Hearst newspapers on "The Tonight Show," Hearst retaliated by running the word "Commercials" in TV listings where "Tonight Show" or "Jack Paar" should have been. Perhaps TV hasn't changed as much as one would think -- or as much as it should have. ================================ George Antunes, Political Science Dept University of Houston; Houston, TX 77204 Voice: 713-743-3923 Fax: 713-743-3927 antunes at uh dot edu ------------------------------ Message: 5 Date: Sat, 18 Nov 2006 12:11:42 -0600 From: George Antunes <[EMAIL PROTECTED]> Subject: [Medianews] 1 Shot in Conn. Amid PlayStation Mayhem To: medianews@twiar.org Cc: [EMAIL PROTECTED], [EMAIL PROTECTED], [EMAIL PROTECTED], [EMAIL PROTECTED] Message-ID: <[EMAIL PROTECTED]> Content-Type: text/plain; charset=us-ascii; format=flowed; x-avg-checked=avg-ok-4F6C56B [This gets my vote as the weird news headline of the week!] 1 Shot in Conn. Amid PlayStation Mayhem By STEVE FEICA The Associated Press Friday, November 17, 2006; 10:34 PM http://www.washingtonpost.com/wp-dyn/content/article/2006/11/17/AR2006111700325_pf.html HARTFORD, Conn. -- Two armed thugs tried to rob a line of people waiting for the new PlayStation 3 game system to go on sale early Friday and shot one man who refused to give up his money, authorities said. In Sullivan, Ind., a man was in critical condition after emergency surgery for a stab wound after he and a friend tried to rob two men of consoles they waited 36 hours in line to buy, police said. Nationwide, short supplies of the PS3 and strong demand led to long lines of buyers, some waiting for days outside stores. Once the doors opened Friday, they pushed and shoved their way to the shelves in several cities to get at the limited supply. Two people were arrested in Fresno, Calif., after a crowd trampled people in a parking lot. It was about 3 a.m. when the two gunmen in Putnam, a town of about 9,000 residents in northeast Connecticut, confronted 15 to 20 people standing outside a Wal-Mart store and demanded money, said State Police Lt. J. Paul Vance. "One of the patrons resisted. That patron was shot," Vance said. Vance said the gunmen fled after shooting Michael Penkala, 21, of Webster, Mass., in the chest and shoulder. Penkala was in stable condition at the University of Massachusetts Medical Center in Worcester, Mass., with injuries not believed to be life-threatening, Vance said. Police were searching for the suspects, both believed to be in their teens, Vance said. He said one was wearing a ski mask and brandishing a handgun, and the other had what appeared to be a shotgun. About 30 miles away, another shopper was beaten and robbed of his new PlayStation 3 just minutes after he bought it at a store in Manchester, police said. The shopper told police five men surrounded and beat him as he left the Shoppes at Buckland Hills. Police Sgt. Chris Davis said the attackers pushed one of their cohorts out of the car as they drove away. That man, a 17-year-old from Windsor, was charged with robbery, larceny, assault and breach of peace. Four other teenagers were arrested, and more arrests were expected, police told WTNH-TV late Friday. Andrew Templeton, 20, and David Wiggins, 28, of Sullivan, Ind., were assaulted by two teens after waiting for 36 hours at a Super Wal-Mart, police said. They were unloading their PlayStation 3s from their car when two teens approached them carrying a chain and a tire iron and demanding their consoles, said Sullivan Police Chief David Story. A fight broke out. Wiggins' nose was broken, and he stabbed one of the attackers, Dylan Moss, 19, police said. Moss was in critical condition after surgery, officials said. Sullivan County Prosecutor Bob Springer said he plans to charge Moss and accomplice Dustin Fagg, 19, with felony robbery. Elsewhere, two men wearing black ski masks and sunglasses made off with five consoles after holding two employees at gunpoint at an Englewood, Ohio, video game store Thursday night, police said. A Pennsylvania teenager was also robbed of his new PlayStation by a man who tapped on his car window with a handgun in Allentown, police said. In Lexington, Ky., someone fired BB pellets from a passing vehicle at people waiting outside a Best Buy store, according to WKYT, whose own reporter said she was among four people grazed while she interviewed buyers in line. Police fired a talcum powder ball at the ground outside a Target store in Henrico, Va., to get the attention of an unruly crowd of about 350 people who were waiting to buy one of the shop's eight consoles, police said. In McLean, Va., police fired pepper pellets Friday morning to subdue a rowdy crowd of about 200 people outside a Circuit City store at Tysons Corner Center mall. One person complained of shortness of breath after the pellets were fired and was taken to the hospital, authorities said. A Best Buy store in Boston, aware it had only 140 of the consoles, got smart about the big sale _ its employees gave out tickets to the first 140 people in line so everyone could go home until the store opened. ================================ George Antunes, Political Science Dept University of Houston; Houston, TX 77204 Voice: 713-743-3923 Fax: 713-743-3927 antunes at uh dot edu ------------------------------ Message: 6 Date: Sat, 18 Nov 2006 14:23:44 -0600 From: George Antunes <[EMAIL PROTECTED]> Subject: [Medianews] Miller's AOL Innovation Speeded His Demise To: medianews@twiar.org Cc: [EMAIL PROTECTED], [EMAIL PROTECTED], [EMAIL PROTECTED] Message-ID: <[EMAIL PROTECTED]> Content-Type: text/plain; charset=us-ascii; format=flowed; x-avg-checked=avg-ok-4F6C56B Miller's AOL Innovation Speeded His Demise Success of Revised Business Model Cleared the Way for an 'Operations Guy' By Frank Ahrens Washington Post Staff Writer Saturday, November 18, 2006; D01 http://www.washingtonpost.com/wp-dyn/content/article/2006/11/17/AR2006111701847_pf.html Outgoing AOL chief executive Jonathan F. Miller, fired on Wednesday, may have been a victim of his own last-minute success. Miller will be replaced by NBC Universal's Randy Falco, known as a top-rate broadcaster but, more important, as a dot-the-i's operations manager. It would have been difficult if not impossible for AOL to attract an executive of Falco's rank and reputation had Miller not helped guide the company to the turnaround it demonstrated in its most recent earnings report, a source close to the situation said. Over the summer, Miller, who joined AOL at its low point in 2002, just after the federal government began criminal investigations into its operations, persuaded parent company Time Warner Inc. to ditch AOL's longtime business model and adopt a new one: give away its content. The Dulles company, which had been the leading provider of dial-up Internet access, would allow its subscribers to leak away and hope to make up the lost revenue by selling high-speed Internet advertising. Miller had tried other strategies for resuscitation that failed, such as converting dial-up subscribers to AOL high-speed access. He strived with varying degrees of success to cultivate high-profile content at the site, including a heavily promoted Foo Fighters concert in Washington put on by the company for its subscribers. For more than three years on his watch, the company's future was in doubt, with talk of spinoffs and other reorganization. This time, however, Miller's idea hit something. When Time Warner's third-quarter numbers came out on Nov. 1, the AOL unit showed a 46 percent increase in advertising sales, almost offsetting lost revenue from subscriber drop-off. A little over two weeks later, once his company had shown demonstrable value and a potential for growth, Miller was fired. Other than a statement on Wednesday, Miller has not spoken about his ouster. In business, there are strategy guys and operations guys. At Time Warner, Miller -- who ran the Internet side of Barry Diller's USA Networks and worked for the National Basketball Association in previous careers -- was seen as a strategy guy. In the old days of AOL, when it was still America Online, everyone, it seemed, was working on a new project, a new deal. "Let a thousand flowers bloom" was the motto. On the downside, that led to fiefdoms, a lack of control -- as seen by the improper accounting that led to mammoth SEC fines and Time Warner write-downs -- and a bit of a Wild West mentality. Miller helped expunge the bad elements of that era, said the source, who spoke on the condition of anonymity because the executive shake-up is a personnel matter. Miller was able to put the company firmly on a new course, one that looks like it might work. In one of the business world's ironies, strategy guys are often not seen as the best guys to run a company once it's on the right track. Falco, the source said, is an operations guy. And Time Warner is no longer contemplating an AOL spinoff. Miller and longtime AOL executive Ted Leonsis visited editors and reporters at The Washington Post on Nov. 3. The Falco hiring took place so quickly, the source said, that Miller probably did not know that his dismissal was looming even as he ate lunch at the meeting. Meanwhile, a fan of Miller's at AOL quit on Thursday in the wake of his firing. Jason Calacanis, who founded Weblogs Inc. in 2004 and sold it to AOL in 2005, called Miller a personal mentor and a "quiet samurai who saved the village" in a posting on his blog. "Miller is not a brash self-promoting CEO, and maybe that worked against him a little," Calacanis wrote. Calacanis was reached by e-mail yesterday but did not answer questions in time for this report. Leonsis also chimed in yesterday on his blog, "Ted's Take," praising Miller and painting in stark terms the AOL he walked into. "The outlook was grim, and the mood among employees was even grimmer," Leonsis wrote. "People were embarrassed to say they worked for AOL, and even more embarrassed to say they used it. We were a symbol of dot-com hubris and a case study in failure for business school classes." Leonsis said Miller led AOL to standardize its advertising systems to comply with industry norms, helping AOL compete for ad dollars against Yahoo and Google; bought companies such as Weblogs that fit AOL's vision, and knocked down much of AOL's vaunted "walled garden," giving nonmembers access to AOL content. The crucial move, however, was persuading Time Warner to let AOL flip its business model, a move endorsed by Time Warner President Jeffrey L. Bewkes. "So Jon took a step that will serve as a new case study for future business school classes, a case study in courageous and visionary leadership," Leonsis said. ================================ George Antunes, Political Science Dept University of Houston; Houston, TX 77204 Voice: 713-743-3923 Fax: 713-743-3927 antunes at uh dot edu ------------------------------ Message: 7 Date: Sat, 18 Nov 2006 14:26:05 -0600 From: George Antunes <[EMAIL PROTECTED]> Subject: [Medianews] New Brain Trust Plans Microsoft's Future To: medianews@twiar.org Cc: [EMAIL PROTECTED], [EMAIL PROTECTED], [EMAIL PROTECTED] Message-ID: <[EMAIL PROTECTED]> Content-Type: text/plain; charset=us-ascii; format=flowed; x-avg-checked=avg-ok-4F6C56B New Brain Trust Plans Microsoft's Future Emphasis Is Shifting From Desktop to Web By Alan Sipress Washington Post Staff Writer Saturday, November 18, 2006; D01 http://www.washingtonpost.com/wp-dyn/content/article/2006/11/17/AR2006111701838_pf.html REDMOND, Wash. Gary Flake recalled scanning the faces of the three other senior Microsoft Corp. executives at a meeting last month and noticing that, like himself, they were new to the company. They had all been key players in Internet services, a field that threatens the empire of desktop software that made Microsoft one of the world's most influential corporations. Before the meeting was over, he said, the executives agreed to complete this Internet coup -- from the inside. "We had this realization," Flake, a senior engineer, said after the meeting adjourned. "We came to Microsoft to change the world. But the only way we're going to change the world is we're going to change Microsoft." Never before in its 30-year history has Microsoft faced a more pressing need to turn its innovative prowess inward and remake itself. The company that became synonymous with computing for hundreds of millions of users worldwide is confronting an onslaught by rivals bent on stripping away Microsoft's customers by providing cheaper -- or free -- software over the Web. Microsoft faces a dilemma common to many major corporations, including telephone companies, newspapers and automakers, as they wrestle with how to break loose from their traditional businesses before it's too late. Many have been unable to cannibalize their core operations, remaining intoxicated by the high profits they still provide. But the burden of maintaining the old businesses that made them titans can starve companies of the investment and initiative they need to innovate. In the next several weeks, Microsoft plans to release new versions of the software responsible for its profitability and industry clout: a more sophisticated version of its Windows operating system called Vista and an updated business-productivity suite called Office 2007. Those two marquee products embody the essence of desktop computing and are on track for release to businesses on Nov. 30 and to consumers in January, Chairman Bill Gates said this week at the company's annual shareholders meeting. Microsoft is at the same time reinvigorating its effort to scale the heights of the Internet with the release of Office Live, an Internet service for small businesses unrelated to the desktop programs Word and Excel that offers Web sites, domain names, company e-mail accounts and shared online workspaces. The service is part of Microsoft's bid to thread the Internet through its many of products and platforms, including game consoles, media players and corporate servers. Chief executive Steven A. Ballmer told shareholders that online services, along with entertainment, would drive growth in the future. But for now, Windows and Office account for most of the company's revenue, an estimated $6.7 billion in the past quarter, about 62 percent of the total. And they present a fundamental challenge: each new release carries the baggage of the past because it must be compatible with all the software and hardware that ran on earlier versions. Tens of thousands of engineering hours were spent on Vista, analysts said. It contains about 50 million lines of computer code, 40 percent more than the previous version of the operating system, Windows XP. All that is hamstringing Microsoft's efforts at competing online. "When I came to the company, I could see some people really got it with respect to the shift in the industry," Ray Ozzie, a celebrated engineer who joined Microsoft last year, said last week at an Internet conference in San Francisco. But, he added, "some people were heads down working on Vista, working on Office." This is not the first time Microsoft and its 70,000 employees have revised its Internet strategy. But in the five years since Windows XP was released, the success of Microsoft's online ventures has taken on new urgency as high-speed Internet access proliferated, software migrated online and Web advertising spawned new media models. The standard-bearer of the new Internet movement, Google Inc., has emerged as a pretender to Microsoft's throne. It dominates Web search and has introduced other services, including online spreadsheets and word processing programs that compete with Excel and Word. Google is also making the guts of its Web offerings, such as Google Maps, available to software developers so they can build their own products on top of them, much as an earlier generation engineered its software on top of Windows. Google's revenue last quarter increased nearly six times faster than Microsoft's, and its stock price is soaring while Microsoft's is generally unchanged since early 2004. The very mention of Google's name rankles many in Redmond. For Microsoft, the Internet challenge is ironic because as much as any other company, it pioneered the age of personal computing. "Anyone who writes them off does so at their own detriment," said Robert Horwitz, chief executive of the independent Directions on Microsoft research firm. "But it's not like the old days when they were quicker and more nimble. Microsoft has been surprised how difficult it is to create a new, profitable business." To help it compete, Microsoft has been raiding Internet rivals and hiring people such as Flake, one of 14 Microsoft employees honored with the corporate distinction of "technical fellow." Flake and his colleagues at the meeting last month have already demonstrated they get the Internet. They included Steve Berkowitz, a former chief executive of the Internet search company Ask.com who became Microsoft's senior vice president for online services, and Debra Chrapaty, a former president of the E-Trade Group Inc. who is now Microsoft's vice president for Windows Live operations. "Our products on the Internet are not today where they should be," said Flake, a 39-year-old with a strong, stubby jaw and even stronger opinions. "Part of the reason it's not there is because we've been focusing on a lot of different things." Still, Flake said, he voted with his feet on the future of Microsoft. Early last year, he uprooted his family from California, where he had run research and development for Yahoo Inc., for a job in Redmond overseeing the laboratory that is developing Microsoft's online products. "The company is redefining and reinventing itself," he said. Ozzie, the fourth and most prominent member of this insurgent fraternity, was named Microsoft's chief software architect in June, replacing Gates. Flake said the appointment shows that Microsoft is "unambiguously" committed to expanding its presence on the Web above all else. "It went from being a strategy to being the strategy," Flake added. Ozzie is the rare pioneer who scored big not once but twice, first creating the e-mail software suite Lotus Notes and then founding Groove Networks Inc., which provides software that lets people work together on the Web. Four months after Microsoft bought Groove and hired Ozzie, he circulated an internal memo urging employees to rethink how the company is adapting to the Internet. "It's clear that if we fail to do so, our business as we know it is at risk. We must respond quickly and decisively," Ozzie wrote. Microsoft first turned to the Internet more than a decade ago with its MSN online service, which failed to produce big revenue and drew inconsistent corporate support. In the past two years, however, Microsoft's research and development spending for online services has more than doubled to $1.1 billion a year, Ballmer said. Capital spending in this area is up fourfold, to $500 million annually. Even traditional software that runs on desktop computers is being redesigned to exploit the Internet, in a new hybrid approach. Windows Vista, for example, includes a feature that appears on users' desktops and offers online functions, such as weather reports and news feeds from the Windows Live service, Microsoft's latest Internet initiative. The centerpiece of Windows Live is a search engine that Microsoft considers crucial because search is the primary method for navigating the Web. "We've come a long way. But our market share is down," said Christopher Payne, corporate vice president for Windows Live Search, who won approval from Gates and Ballmer three years ago to invest in search. He noted recent research showing Google pulling farther ahead. Payne and other Microsoft executives stressed that the battle for the Internet is far from over. With a history of successful corporate makeovers, climbing revenue, $35 billion cash on hand and an army of expert software engineers, Microsoft remains formidable. Executives across the company concur that the company is uniquely positioned to marry features of desktop computing with the potential of the Internet. But there is no consensus inside Microsoft over whether Internet services have ousted packaged software as the company's top priority -- or even whether they should. "The center of gravity is moving toward the combination," said Jeffrey S. Raikes, president of the business division responsible for Office software. "The best thing is to optimize the combination of that horsepower." Ozzie said Microsoft's dominant position in desktop computing gives the company a rare advantage as it turns its attention to the potential of the Web. "I've got this audience," he said at the conference last week. "All we have to do is show them that we get it." ================================ George Antunes, Political Science Dept University of Houston; Houston, TX 77204 Voice: 713-743-3923 Fax: 713-743-3927 antunes at uh dot edu ------------------------------ Message: 8 Date: Sat, 18 Nov 2006 14:39:05 -0600 From: George Antunes <[EMAIL PROTECTED]> Subject: [Medianews] Target, Disney in DVD truce To: medianews@twiar.org Cc: [EMAIL PROTECTED], [EMAIL PROTECTED], [EMAIL PROTECTED] Message-ID: <[EMAIL PROTECTED]> Content-Type: text/plain; charset=iso-8859-1; format=flowed; x-avg-checked=avg-ok-4F6C56B http://www.latimes.com/business/la-fi-target18nov18,1,5367050.story?coll=la-headlines-business Target, Disney in DVD truce The upcoming release of 'Pirates' prompts the retailer to back off in a dispute over terms. By Joseph Menn LA Times Staff Writer November 18, 2006 With the holidays and the DVD release of the blockbuster "Pirates of the Caribbean: Dead Man's Chest" approaching, Target Corp. and Walt Disney Co. appear to have reached an uneasy truce in their standoff over terms in the rapidly changing home-video business. Target made Disney testy in September, when it fired off a letter demanding the same low wholesale prices on DVDs that Apple Computer Inc. is paying Disney to offer movie downloads over iTunes. At the time, Target threatened to cut back on its efforts to sell Disney's DVDs. Disney countered that DVD buyers get something different from what iTunes customers get: an actual disc packed with commentary, deleted scenes, trailers and other extras. Disney charges conventional retailers about $16 for new DVD releases, between $1 and $2 more than Apple pays. The dispute set off a game of chicken that, at least for now, has eased, according to accounts provided by people familiar with the details. They asked not to be identified because the subject remains tense. Disney declined to comment, and Target executives didn't return numerous calls over the last two weeks. Shortly after sending its letter, Target ordered its stores to take down a multitude of internal signs steering customers to Disney products. Target also bumped an end-of-aisle display of Disney DVDs to a less favorable location, store employees said. In its place went displays of new children's releases, the vast majority of them distributed by Disney's competitors. "Everybody sort of assumed that Target would retaliate," said a former top Disney competitor who has been following the dispute. But Target had a dilemma. It didn't want to bury "Cars," the hit animated film made by Disney's Pixar Animation Studios. Retailers count on hit DVD titles to bring customers into stores, hoping they'll spend money in other departments. "Cars" has had the strongest DVD debut this year. Disney tried a gentle approach to appease Target, but it also hinted at more dire consequences if the retailer didn't cooperate with the Burbank entertainment giant. Disney suggested sealing a deal that was in the works to license a Disney character for a product line made exclusively for Target. Target was hoping to build on the success of a 2-year-old contract that gives it exclusive use of an older rendering of Winnie the Pooh on infant clothing, strollers and lotion containers. But Disney also indicated that it could play rough if pushed, inviting Target to contemplate a Christmas season without "Pirates," the No. 1 film of the year, due on video Dec. 5. After that, the negotiations turned a corner. Target even agreed to put a display of "Cars" DVDs in a much-prized position in front of its checkout lanes. Target is expected to get its new character license this month, and negotiations on other issues are said to be continuing in a conciliatory vein. In Disney's quarterly earnings conference call with investors last week, Chief Executive Robert Iger acknowledged "some tension" with Target and Wal-Mart Stores Inc., the largest seller of DVDs. "We ultimately believe that that tension is going to dissipate over time," he said. "Have we had discussions? Yes, absolutely. In general, though, I think our relationship with these retailers is in good shape." Executives have said Disney is working with Wal-Mart on that company's plans for its own download service, alleviating the pressure from the biggest retailer. Although apparently resolved, the fight underscores the continuing tensions between studios that are trying to move to the digital age by offering their movies for download and retailers that have been important partners in turning DVDs into a gold mine for Hollywood. If Target had imposed drastically reduced shelf space on Disney, other studios would have been more reluctant to make their own cut-rate deals with Apple, which wants uniform pricing in its catalog. Rival studios are suspicious of the deal because Apple CEO Steve Jobs has become a major Disney investor and director ? thanks to the sale of Pixar to the company. A rapprochement was the best outcome for both sides, analysts said. "It's like jockeying for positions in a long-distance race," said retail industry analyst Mark Husson of HSBC. "You throw some elbows, but you can't win if you're jockeying the whole time. A natural commercial accommodation is made." ================================ George Antunes, Political Science Dept University of Houston; Houston, TX 77204 Voice: 713-743-3923 Fax: 713-743-3927 antunes at uh dot edu ------------------------------ Message: 9 Date: Sat, 18 Nov 2006 14:40:27 -0600 From: George Antunes <[EMAIL PROTECTED]> Subject: [Medianews] Delta rocket launches GPS satellite into space from Cape Canaveral To: medianews@twiar.org Cc: [EMAIL PROTECTED], [EMAIL PROTECTED], [EMAIL PROTECTED] Message-ID: <[EMAIL PROTECTED]> Content-Type: text/plain; charset=us-ascii; format=flowed; x-avg-checked=avg-ok-4F6C56B Delta rocket launches satellite into space from Cape Canaveral Associated Press November 17, 2006 18:09 EST http://www.weartv.com/template/inews_wire/wires.regional.fl/39be278e-www.weartv.com.shtml CAPE CANAVERAL, Fla. (AP) -- A Boeing Delta 2 rocket blasted off today, carrying another global positioning satellite into space. The new satellite will be used by the military and civilians to provide navigation and timing data. Seven of Boeings Delta rockets have been launched this year. A Boeing spokesman says the launch was delayed earlier in the week due to technical difficulties and foul weather. The 75 million dollar satellite will replace another craft that was put into place in 1993. The older craft will be used as a backup. ================================ George Antunes, Political Science Dept University of Houston; Houston, TX 77204 Voice: 713-743-3923 Fax: 713-743-3927 antunes at uh dot edu ------------------------------ Message: 10 Date: Sat, 18 Nov 2006 15:57:51 -0500 From: Greg Williams <[EMAIL PROTECTED]> Subject: [Medianews] Leonids to peak tonight To: Media News <medianews@twiar.org> Message-ID: <[EMAIL PROTECTED]> Content-Type: text/plain; charset=ISO-8859-1; format=flowed Weekend Meteor Shower for New England http://www.physorg.com/news83049313.html (AP) -- Stargazers in New England, New York and Western Europe could see an "outburst" of hundreds of meteors this weekend during the annual Leonid meteor shower - if the skies are clear enough. A typical Leonid shower in November brings 10 to 20 meteors an hour under ideal viewing conditions - a dark sky filled with stars and free of light pollution. But this year, the Earth is passing through a denser trail of debris left by the Comet Tempel-Tuttle, causing a higher concentration of meteors, said Brian Marsden, a senior astronomer at the Harvard-Smithsonian Center for Astrophysics in Cambridge. Meteors are caused by bits of space debris, in this case debris left by the comet. Dust and debris from the comet burn up in the atmosphere and create the streaks of light. The Comet Tempel-Tuttle passed through the inner solar system in 1998, and Marsden said the longer its been since the comet passed, the fewer meteors are expected. "The surprise is that we are already eight going on nine years after the comet was here," he said. The rush of meteors was expected between 11:45 p.m. and 1:30 a.m. EST Saturday and Sunday. Meteor forecasters predict 100 to 200 meteors an hour during the peak, said Alan MacRobert, the senior editor of Sky & Telescope magazine, based in Cambridge. Skygazers in New England, eastern New York and eastern Canada have the best chance of catching the action in North America because they'll most directly face the oncoming shower, MacRobert said. "The place you really want to be is westernmost Europe or England," he said. "They'll be ideally placed." But other parts of the country may catch sight of the outburst if it arrives a few hours late, he said. The National Weather Service predicts partly cloudy skies in southern New England and mostly cloudy weather in northern New England and New York for Saturday and Sunday. "It's probably not going to be an ideal time to view any meteor showers," meteorologist Charlie Foley said. -- Greg Williams K4HSM [EMAIL PROTECTED] http://www.twiar.org http://www.etskywarn.net ------------------------------ Message: 11 Date: Sat, 18 Nov 2006 15:59:28 -0500 From: Greg Williams <[EMAIL PROTECTED]> Subject: [Medianews] Target backs off in online movies feud To: Media News <medianews@twiar.org> Message-ID: <[EMAIL PROTECTED]> Content-Type: text/plain; charset=ISO-8859-1; format=flowed Target backs off in online movies feud http://news.yahoo.com/s/ap/20061118/ap_on_hi_te/online_movies By GARY GENTILE, AP Business Writer Fri Nov 17, 7:32 PM ET LOS ANGELES - Discount retailer Target backed off plans to pull in-store promotions of products from Walt Disney after Disney threatened not to ship DVDs of hit movie "Pirates of the Caribbean: Dead Man's Chest," a person familiar with the situation said Friday. ADVERTISEMENT The companies are at odds over The Walt Disney Co.'s decision to sell movies online through Apple Computer Co.'s iTunes store for less than it charges Target and other retailers. The dispute is part of a feud between a number of major retailers and Hollywood studios over online movie sales. Target Corp. stores had removed signs promoting the DVD of the Disney-Pixar animated film "Cars" and other Disney products, according to a person familiar with the situation who was not authorized to speak for either company. The two sides are discussing their differences after resolving the standoff, the person said. A Disney spokeswoman declined comment. A call to Target for comment was not immediately returned. The situation was reported on the Disney Internet fan site JimHillmedia.com and in the Wall Street Journal. Studios selling digital copies of films for less than the wholesale price of DVDs rankles retailers, who see Internet distribution of films as a threat to their business and have reminded studios that DVD sales provide the majority of profit for most films. Studios counter that digital versions of films should be less expensive because they are lower quality and typically do not contain the kinds of extra features included on DVDs. Last month, Target President Gregg Steinhafel sent a letter to every Hollywood studio warning them about undercutting the wholesale price of DVDs by giving online services a better deal on digital offerings. "Target cannot be expected simply to accept that risk and continue to do business as usual," Steinhafel wrote. "Our space, signing, promotional programs and the hundreds of millions of consumers in our stores annually should not be undervalued," he wrote. Disney so far is the only studio offering films over iTunes, which sets its own price for all titles. Disney and other studios also sell films through other online services, which allow the studios to set their own prices. -- Greg Williams K4HSM [EMAIL PROTECTED] http://www.twiar.org http://www.etskywarn.net ------------------------------ _______________________________________________ Medianews mailing list Medianews@twiar.org http://twiar.org/mailman/listinfo/medianews_twiar.org End of Medianews Digest, Vol 96, Issue 1 ****************************************