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Archive for the ‘Board Of Intellectual Capital’ Category

Article from NY Times.

“The DVR rocked the world of television by letting viewers skip commercials and build their own home viewing schedules. Now a handful of Web services and applications are starting to do much the same thing to online publishers.

These tools make it easier for people to read Web articles how, when and where they want, often dispensing with publishers’ carefully arranged layouts and advertisements.

One popular tool, Readability, strips articles to the bare minimum of text and photographs with a single click. But now, Readability wants to give something back to publishers.

On Tuesday, the developers behind the tool will unveil a service that requires a subscription fee of at least $5 a month. The service, also called Readability, plans to distribute 70 percent of that fee to the news outlets and blogs that each subscriber is reading.

For example, if a subscriber is a regular visitor to the gadget blog Gizmodo and the women’s news site The Hairpin over the course of a month, Readability will calculate what percentage of her payment should go to each site and send them checks.

“We were never about stripping ads or being an ad blocker,” said Richard Ziade, who created the original Readability tool as well as the second-generation version. Instead, he said, his team has been wondering: “Can we come up with a mechanism to make the experience of reading on the Web better, but also support content creators and publishers?”

Readability is one of many services experimenting with the future of reading. A wave of applications, including Pulse, Flipboard and My Taptu, are responding to changes in how people prefer to read on the Web, putting articles and blog posts into cleaner or more attractive visual displays.

Nate Weiner, founder of Read It Later, a Web and mobile service that saves articles to be read offline, said there was a larger shift under way, one that mirrors the move to digital from print. Instead of thumbing through the newspaper over breakfast, he said, people like to read articles from many sources on their commutes or in the evening, often using mobile devices.

“People don’t really want to have to be confined to a specific place, time, site or device to read content,” Mr. Weiner said.

Mr. Weiner recently analyzed data from his service, which has three million users, and found that those who owned an iPhone or iPad preferred to save articles for a personalized prime time. IPad reading, in particular, peaks from 8 to 10 p.m.

The glut of updates flowing across the average person’s computer and mobile screens throughout the day, either through social networks or links e-mailed by friends, is also driving the trend.

“If you’re a modern worker, you’re constantly being bombarded with information that you want to read, but that environment is not always the appropriate or best time to read that information,” said Joshua Benton, director of the Nieman Journalism Lab, which is affiliated with Harvard.

Mr. Ziade of Readability acknowledged that there were still many things to be ironed out with the new service, including how often to distribute payments and what happens if publishers refuse to accept the collected money.

The company plans to pay them “regardless of their participation,” he said. Should a site refuse the money, the company is considering options like contributing it to a charity or literacy organization.

Mr. Ziade, who is a partner at a consulting company in Manhattan called Arc90, developed Readability as a pet project in March 2009 and released it online for others to use free of charge; the code is available under an open-source license.

Since then Readability has gained traction among users — and among hardware and software makers. Apple now builds it into its Safari browser, Amazon uses it in the Kindle, and it is built into several mobile applications, including Flipboard, Pulse and Reeder. Mr. Ziade said it was difficult to track how many people were using the tool, but thousands of people visit the Readability home page each day.

Though the original Readability tool will remain free, Mr. Ziade hopes to capture a willing audience by simplifying the so-called micropayment model, which has been much discussed but is tricky to execute.

“Asking someone to pay 45 cents to read an article may not be a big deal, but no one wants to deal with that transaction,” he said. Marco Arment, an adviser to Readability and the creator of Instapaper, a service for saving and reading online articles, made a version of his Instapaper app that will essentially be Readability’s mobile component. Mr. Arment said he thought the most likely customers for Readability’s pay service were “online power readers.”

“It’ll be the types who buy print magazines even though the same articles are online for free, just because they want to support the publication,” he said.

“On the Web, it’s not that people aren’t willing to pay small amounts for things; it’s that there is no easy way to pay,” he added. “If a service like Readability comes along and makes it easy, I think people will be willing to pay.”

Services that put Web articles into new contexts for the convenience of readers have ruffled feathers before. Last June, lawyers for The New York Times Company objected to Pulse, an iPad application that collects and presents articles from many Web sites, in part because of the way it displayed Times articles.

A Times Company spokeswoman, Kristin Mason, said Monday that “as the number of apps in the news space continues to grow, we are monitoring and working closely with many of the developers to discuss any concerns we have.”

But Mr. Ziade said he had not heard a single negative reaction during the several dozen meetings he has had with publishers about his new service. He declined to name the publishers.

Mr. Benton of the Nieman Journalism Lab said that the interest in these services was driving “an increasing realization among publishers that not all customers are created equal, and some will pay for different experiences without advertisements.”

Jacob Weisberg, the editor in chief of the Slate Group, the online publisher owned by the Washington Post Company, said Slate had not talked to Readability but would “be happy to cash their checks.” Mr. Weisberg added that “if the numbers became meaningful, we’d of course want to negotiate” a deal.

Slate has added an Instapaper save-for-later button to its iPad application. Mr. Weisberg said this required a reader to load the original page before saving it.

“We’re still getting the page views and the ad impressions,” he said. “But certainly over time, as these services develop and start making money, it’s only reasonable they share that money with publishers whose content they’re piggybacking on.”

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Article from Fierce Mobile.

“Devices running Google’s (NASDAQ:GOOG) Android mobile operating system encompassed more than half of all U.S. smartphone sales in the fourth quarter of 2010 according to market research firm NPD Group. Android increased its U.S. market share lead to 53 percent as 2010 closed, up 9 percentage points over Q3–Apple’s (NASDAQ:AAPL) iOS slipped 4 percentage points to account for 19 percent of sales, tied with Research In Motion’s (NASDAQ:RIMM) BlackBerry (down 2 percentage points). NPD notes that Microsoft’s (NASDAQ:MSFT) legacy Windows Mobile OS dropped 3 points to 4 percent of the U.S. market, while its new Windows Phone 7 debuted at 2 percent, deadlocked with Palm’s webOS. The firm adds that Windows Phone 7 claimed a smaller market share at launch than either Android or webOS during their respective debuts.
Apple’s iPhone 4 was the best-selling mobile phone in the U.S. during the fourth quarter, followed in descending order by Motorola’s Droid X, HTC’s Evo 4G, the iPhone 3GS and Motorola’s Droid 2. For the first time ever, NPD’s quarterly Top Five sales chart did not include a feature phone device.
Android is now the top-selling smartphone OS worldwide as well–Android unit shipments surpassed Symbian device shipments for the first time in the fourth quarter according to data issued technology analysis firm Canalys. Android shipments topped 33.3 million in Q4, translating to a 32.9 percent share of the global smartphone market, Canalys reports; a year earlier, Android shipments represented just 8.7 percent of the worldwide market, a 615.1 percent leap. Symbian shipments grew from 23.9 million in Q4 2009 to 31.0 million in the most recent quarter–however, its worldwide market share plummeted from 44.4 percent to 30.6 percent during that time.
iPhone shipments increased from 8.7 million in Q4 2009 to 16.2 million a year later–its smartphone market share slipped from 16.3 percent to 16.0 percent. BlackBerry fell from 20.0 percent market share to 14.4 percent as device shipments increased from 10.7 million to 14.6 million–Windows Phone also stumbled, with its market share falling from 7.2 percent to 3.1 percent as smartphone shipments decreased from 3.9 million in Q4 2009 to 3.1 million a year later. Total worldwide smartphone shipments surpassed 101.2 million in the fourth quarter, up 89 percent year-over-year.

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Thank You!

To our Clients, Advisors, Business Partners, and Gerbsman Partners Board of Intellectual Capital. Our commitment is, and always will be, to continue to Earn and Maintain your Trust, Confidence, and Support.

As we begin the next 30 years, we do so with the objectives of:

  • Maintaining the high standards of Performance, Leadership, Ethics & Integrity
  • Continuing to “earn the right” to do business
  • Respect for all parties that we deal with
  • Hope for the future

May you and your family have a happy, healthy and safe 2011

Best regards,

Steve Gerbsman

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Article from NyTimes.

“With Facebook’s membership approaching 600 million, and more features and apps continually being added to the site, it sometimes seems as if it’s the only social network around. But it’s not the only one, even if it’s dominant. Specialized networks are catching on with users who prefer a more focused way to share photos, videos or music, or who simply don’t want everyone on Facebook looking at their pictures.

Some of these networks leverage the existing huge audiences of Facebook or Twitter to let their users reach the maximum number of friends. But if you’re worried about Facebook’s potential privacy holes and want to steer clear of them, there’s a network for that, too.

INSTAGRAM Instagram, a photo-sharing network based around a free app for Apple’s iPhone, is the breakout hit of specialty social networks. The service, which was introduced in October, says that more than a million users have already signed up.

Instagram’s secret weapon is its built-in photo filters, which modify your pictures before you upload them. Some effects are corny, but some — like the sepia-inspired Early Bird filter or the soft-color Toaster — work wonders at removing the often harsh lighting and jarring colors of cellphone photos. With the help of the filters, the images may look better than those uploaded to other social sites, like Facebook.

Davin Bentti, a software engineer in Atlanta, uses Instagram to control where he posts photos.

“Instagram lets me share photos on Facebook, Twitter, Flickr, Posterous, Tumblr and Foursquare,” he said. “When I take a photo, I can put it everywhere without having to think much about it. But I can also put it only where I want it to go.”

For example, Mr. Bentti said, he skipped Twitter when posting a recent photo of his dog, because his Twitter followers are mostly professional colleagues.

To get started, download the free Instagram iPhone app, and sign up for an account. If you own an Android phone, be patient; an app for that operating system is in the works, the company said.

To find friends to share your photos with, start the app and tap the Profile option at the bottom right of its screen. Instagram offers several ways to find people: log in to Facebook or Twitter to see lists of your friends there who are already signed up with Instagram; search your phone’s contact list to match the e-mail addresses with existing users; send invitations to those in your contact list who have not yet signed up; search Instagram’s database of users and usernames; browse a list of suggested users whom the company has deemed worth following for their photos.

“We don’t see ourselves as an alternative” to Facebook, said Kevin Systrom, Instagram’s chief executive. “We see ourselves as a complement, to allow for sharing on multiple networks, all at once.”

PATH Path, a photo and video sharing network, also sees itself as an enhancement to Facebook; users can log in to Facebook to find Path users to share with. But Path limits the sharing to 50 friends at most, rather than with everyone you know. And you can’t post your Path photos to Facebook itself. Your friends need to check their Path app or Path’s Web site to see your images.”

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Bidding Process – Procedures for the sale of certain Assets and Intellectual Property of Satiety, Inc.

Further to Gerbsman Partners e-mail of January 3, 2011 regarding the sale of certain assets of Satiety, Inc., I attach the legal documents that we will be requesting of bidders for certain assets of Satiety, Inc.  All parties bidding on the assets are encouraged, to the greatest extent possible, to conform the terms of their bids to the terms and form of the attached agreements.  Any and all of the assets of Satiety, Inc. will be sold on an “as is, where is” basis.  I would also encourage all interested parties to have their counsel speak with Stephen O’Neill, Esq., counsel to Satiety, Inc.

The sale is being conducted with the cooperation of Satiety, Inc. and Satiety, Inc. will use its best efforts to make its employees available to assist purchasers with due diligence and assist with a prompt and efficient transition at mutually convenient time.

For additional information please contact Stephen O’Neill, Esq., of Murray & Murray counsel to Satiety, Inc.  He can be reached at 408-907-9200  and/or at soneill@murraylaw.com

Following an initial round of due diligence, interested parties will be invited to participate with a sealed bid, for the acquisition of the Satiety Assets.  Sealed bids must be submitted so that they are actually received by Gerbsman Partners no later than Friday, February 4, 2011 at 3:00 p.m. Pacific Time (the “Bid Deadline”) at Satiety’s office, located at 2470 Embarcadaro Way, Palo Alto, California 94303.  Please also email steve@gerbsmanpartners.com with any bid.

For your convenience, I have restated the description of the Updated Bidding Process.

The key dates and terms include:

The Bidding Process for Interested Buyers

Interested and qualified parties will be expected to sign a nondisclosure agreement (attached hereto as Exhibit A) to have access to key members of the management and intellectual capital teams and the due diligence “war room” documentation (the “Due Diligence Access”). Each interested party, as a consequence of the Due Diligence Access granted to it, shall be deemed to acknowledge and represent (i) that it is bound by the bidding procedures described herein; (ii) that it has an opportunity to inspect and examine the Satiety Assets and to review all pertinent documents and information with respect thereto; (iii) that it is not relying upon any written or oral statements, representations, or warranties of Gerbsman Partners, or their respective staff, agents, or attorneys; and (iv) all such documents and reports have been provided solely for the convenience of the interested party, and Gerbsman Partners (and their respective, staff, agents, or attorneys) do not make any representations as to the accuracy or completeness of the same.

Following an initial round of due diligence, interested parties will be invited to participate with a sealed bid, for the acquisition of the Satiety Assets. Sealed bids must be submitted so that it is actually received by Gerbsman Partners no later than Friday, February 4th, 2011 at 3:00 p.m. Pacific Standard Time (the “Bid Deadline”) at Satiety’s office, located at 2470 Embarcadero Way, Palo Alto, CA 94303.  Please also email steve@gerbsmanpartners.com with any bid.

Bids should identify those assets being tendered for in a specific and identifiable way. The attached Satiety list (Exhibit “B”) may not be complete and Bidders interested in the Satiety Equipment must submit a separate bid for such assets. Be specific as to the assets desired.

Any person or other entity making a bid must be prepared to provide independent confirmation that they possess the financial resources to complete the purchase where applicable. All bids must be accompanied by a refundable deposit check in the amount of $200,000 (payable to Satiety, Inc.). The winning bidder will be notified within 48 hours of the Bid Deadline. Non-successful bidders will have their deposit returned to them. Satiety reserves the right to, in its sole discretion, accept or reject any bid, or withdraw any or all assets from sale.

Satiety reserves the right to, in its sole discretion, accept or reject any bid, or withdraw any or all assets from sale.  Interested parties should understand that it is expected that the highest bid submitted will be chosen as the winning bidder and bidders may not have the opportunity to improve their bids after submission.

Satiety will require the successful bidder to close within a 7 to 14 day period. Any or all of the assets of Satiety will be sold on an “as is, where is” basis, with no representation or warranties whatsoever.

All sales, transfer, and recording taxes, stamp taxes, or similar taxes, if any, relating to the sale of the Satiety Assets shall be the sole responsibility of the successful bidder and shall be paid to Satiety at the closing of each transaction.

For additional information, please see below and/or contact:

Stephen O’Neill, Esq.
Murray & Murray
(408) 907-9200
soneill@murraylaw.com

Steven R. Gerbsman
(415) 456-0628
steve@gerbsmanpartners.com

Kenneth Hardesty
(408) 591-7528
ken@gerbsmanpartners.com

James Skelton
(949) 466-7303
jim@gerbsmanpartners.com

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