NOTARIADO PARA DUMMIES
Mejor entérese en realidad que hacen los notarios y cómo han pasado de un lastre para el desarrollo a un simple changarrito
VIVIENDO DE PRISA
Alejandro Sanz ha desatado una batalla en internet por ser defensor de la Ley Sinde, que busca seguir privilegiando el pago de los derechos a autores, al grado de otorgar poder para cerrar paginas web y castigar descargas en Internet.
¿EGIPTO CAYÓ A TWEETAZOS?
Miles de medios de todo el mundo dedican planas completas para tratar de contestar esta simple, pero a la vez compleja pregunta, ¿Las Redes sociales fueron las que acabaron con la dictadura en Egipto, o los egipcios destruyeron a la dictadura con ayuda de las redes sociales?
TWEETSTARS: GENIALIDAD CREATIVA O INCREÍBLEMENTE ESTÚPIDOS
Y es que existen ejemplos admirables de como de una idea espontánea, sencilla y hasta torpe, puede ser un éxito con un toque de genialidad creativa. Un ejemplo claro y reciente es el caso de Justin Halpern, un joven de 30 años
EL PACTO OBAMA - SILICON VALLEY
"Somos el país de Google y Facebook", fue la frase de Obama que más retumbó dentro del capitolio en el último discurso del Estado de la Unión, aquel emotivo evento en el que el hombre más poderoso del mundo hizo uso de la palabra "innovación" 11 veces mientras pronunciaba su discurso
martes, 14 de junio de 2011
The case for self-regulation of social media
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lunes, 13 de junio de 2011
Instagram: 5 Million Users, 95 Million Photos, 4 Employees
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Dan Frommer/Business Insider
Instagram, the photo sharing social network for iPhones, continues to grow like crazy.
Here are the latest stats from the company, via founder Kevin Systrom, who talked to TechCrunch:
5 million users
100,000 new users over the weekend
95 million photos (or roughly 19 per user)
4 employees
2,500 apps using its APIs
860,000 new photos per day (or roughly 1 per every 5 users)
1.25 million users per employee
8 months since launch
Pretty cool!
Instagram definitely has the potential to be one of the big mobile social networks in a few years, and the clones already seem to be cooling down.
Read more: http://www.businessinsider.com/instagram-5-million-users-2011-6?utm_source=fe...
sábado, 11 de junio de 2011
Monitor: Can Twitter predict the future? | The Economist
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The Economist - 2/06/11
ONE day in 2008 an anonymous Twitter user posted a message: “I am certainly not bored. way busy! feel great!” That is all well and good, one might think, but utterly uninteresting to anyone besides the author and, perhaps, a few friends. Not so, according to Johan Bollen, of Indiana University Bloomington, who collected the tweet, along with plenty of others sent that day. All were rated for emotional content.
Many proved similarly chirpy, scoring high on confidence, energy and happiness. Indeed, Dr Bollen reckons, on the day the tweet was posted, America’s collective mood perked up a notch. When he and his team examined all the data for the autumn and winter of 2008, they found that Twitter users’ collective mood swings coincided with national events. Happiness shot up around Thanksgiving, for example.
The idea of tapping web-based data to build a real-time measure of users’ emotions and preferences is not new. Nor is that of using the results to predict their behaviour. Interest in internet forecasting was sparked by a paper published in 2009 by Hal Varian, Google’s chief economist.
He found that the peaks and troughs in the volume of Google searches for certain products, such as cars and holidays, preceded fluctuations in sales of those products. Other researchers have shown that searches for job-related terms are a good predictor of unemployment rates and that mentions of political candidates on Twitter correlate with electoral outcomes.
Dr Bollen spotted another curious correlation. When he compared trends in the national mood with movements of the Dow Jones Industrial Average (DJIA) he noticed that changes in one of the mood measure’s seven components, anxiety, predicted swings in the share-price index.
Spikes in anxiety levels were followed, around three days later, by dips in the price of shares. Why this happens remains unclear, but one possible explanation is that the falling prices were caused by traders’ tendency to exit risky positions when feeling strung up.
Dr Bollen’s algorithm, which he described in a paper published in February in the Journal of Computational Science, has been licensed to Derwent Capital Markets, a hedge fund based in London. Derwent will use it to help guide the investments made with a £25m ($41m) fund that the firm hopes to launch in the next few months. Other funds are rumoured to be using similar tricks already.
WiseWindow, a marketing firm based in Irvine, California, uses social-media activity to forecast demand for products. Its clients include Paramount Pictures and Belkin, a consumer-electronics firm.
All such initiatives face a problem, though. Humans excel at extracting meaning and sentiment from even the tiniest snippets of text, a task that stumps machines. To a computer, a tweet that reads “Feeling joyful after my trip to the dentist. Yeah, really” says that the author has been to the dentist and is now happy.
Researchers have recently made strides in teaching machines to recognise such sarcasm, as well as double meanings or cultural references. In February Watson, a supercomputer devised by IBM, trounced two human champions at “Jeopardy!”, an American quiz show renowned for the way its clues are laden with ambiguity, irony, riddles and puns. But, for the most part, processing natural language remains a challenge.
Then there is the question of how the new methods compare with existing approaches. Duncan Watts, an internet researcher who heads one of Yahoo!’s research labs in New York, likes to cite the example of weather forecasting in Santa Fe, New Mexico. A forecast that predicts sunshine every day would be correct 80% of the time, he quips. It would also be worthless, since locals already know that the town gets over 300 days of sun every year. In other words, to be useful a forecasting technique must add something to what is already known.
It is hard to know whether that is happening in finance, since hedge funds tend to keep mum about how successful (or not) particular forecasting algorithms are. So Dr Watts looked at areas, like films’ box-office receipts, music and video-game sales, where some public data are available. How a film does at the box office, for instance, can be predicted based on bits of previously aggregated data: its production budget, the number of screens it opens on and wagers from HSX, a website which lets people place bets on movie revenues. Adding search data to the model, Dr Watts found, produced no improvement.
Search-related methods did, however, fare better when forecasting video-game sales, where there are only two types of publicly available information to hand: ratings from reviews and, if the game is a sequel, sales figures for its predecessor. Forecasting models which added search data into the mix were much more accurate than those that did not. The same was true of music, another area where pre-packaged information is scarce.
Dr Watts thinks that simple search-volume forecasts will help spot consumer trends of this sort with increased precision. But the improvements they bring will be incremental. Sophisticated methods based on natural-language analysis of tweets, blogs, or Facebook pages, by contrast, hold greater disruptive potential. As users of social media grow accustomed to sharing highly personal information, apparently unfazed by market-research outfits like WiseWindow watching their every step, the feelings and intentions of hundreds of millions of people are there for data-hungry computers to see. And thanks to the likes of Dr Bollen, they are becoming increasingly legible.
The Economist
miércoles, 8 de junio de 2011
Want To Build A $100 Million Business? - Forbes
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We studied 28 bootstrapping entrepreneurs who pulled it off. They had one important ingredient in common.
Forbes 13/05/11
By Dileep Rao, Ph.D.
Innovation is an excruciatingly popular buzzword. Making creative new products--with or without a small letter "i" in their names--is clearly a powerful skill. But it's not the only path to building a $100 million business.
Some burgeoning markets are big enough that you can ride them to riches simply by jumping in quickly and executing well. Other growth opportunities are but one subtle observation away--no dramatic innovation required.
I studied 28 super-achieving entrepreneurs who built some of the world's largest companies. (For the full analysis, check out Bootstrap To Billions.) They did a lot of things right, and the work yielded many valuable, industry-specific takeaways. But there was one overarching lesson that emerged in nearly every case: You don't have to create a market from scratch--instead, spot a trend early and ride it for everything it's worth.
Consider these three examples:
Glen Taylor, CEO of Taylor Corporation:
As a teenager Taylor started working at a small printing company near Minneapolis that he would eventually build into a powerhouse. Wedding invitations were always in demand, but Taylor had plenty of competition in New York and Chicago. He needed an advantage, so he studied closely how his customers ordered cards.
He noticed that they often didn't order products in the catalog, but instead wanted custom designs, wording and colors--and they didn't mind paying a premium to get them. Taylor went to bridal fashion shows to get a heads up on the coming season's colors, and coordinated his paper products to match. About the same time, Taylor met a supplier of party paraphernalia for school proms.
The new concept: songs and movies of the day to replace tired themes, such as Hawaiian hula parties. Taylor applied the same thematic approach to wedding invitations and sales took off. Suddenly a commodity business became something a lot more--and all because Taylor followed the trends.
Dick Schulze, founder of Best Buy:
By the mid-1970s Schulze had built a modest retail electronics empire, with nine stores. Then the federal government lifted the ban on transshipment of consumer electronics, meaning that consumers could buy calculators and boom boxes from mail-order vendors with lower overhead and lower prices. Meanwhile, warehouse stores like Wal-Mart ( WMT - news - people ) and Sam's Club were starting to take off.
The folks at Circuit City ( CC - news - people ) noticed this and applied the warehouse concept to electronics. No matter: There was plenty of room in that blossoming market for another big box. Best Buy ( BBY - news - people ) now sports a $12 billion market capitalization. Schulze's net worth: $2.5 billion.
Stephen Shank, founder of Capella Education Company:
By the early 1990s Shank had about enough of the toy business. Over the years he spent considerable time in China and Korea, which were producing hordes of ambitious, skilled young people.
Shank realized that American workers, whether they liked it or not, would have to continuously educate themselves (at a price they could afford) to remain competitive. Meanwhile the University of Phoenix had met with early success delivering undergraduate classes over the Web.
There was clearly room for competition, but Shank wanted to set his operation apart, so he focused on graduate-level education for working adults, also provided online. His 900,000 shares of Capella ( CPLA - news - people ) were worth a recent $46 million.
Innovation is sexy. That's why Apple ( AAPL - news - people ) is worth $320 billon. But before you try to get rich building a new market out of thin air, know that there's a more feasible path--that is, if you’re paying attention.
Credit FORBES: http://www.forbes.com/2011/05/12/build-a-hundred-million-dollar-business.html?feed=rss_entrepreneurs#
viernes, 3 de junio de 2011
Stephens: The Mexican Paradox - WSJ.com
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Last week, gun battles between warring drug cartels in the central Mexican state of Michoacán lasted three days, brought down a police helicopter, caused a small flood of refugees, and took an as-yet undetermined toll in lives.
It's almost a surprise the story made the news at all. "The conflict was slow to get out because local media in states like Michoacán have largely stopped covering the carnage on orders from drug gangs," reported The Journal's David Luhnow and José de Córdoba on Friday. More than 20 reporters have been killed in Mexico since the drug wars began in earnest in 2006. Last year, Mexico tied Iraq, and was second only to Pakistan, in journalist fatalities.
Then there is the numbing regularity with which news of drug-related atrocities dominates the international media's coverage of Mexico. The decapitation of 27 Guatemalan farm hands by the Zetas gang two weeks ago. The 146 corpses discovered in April in mass graves in the state of Durango. The hanging in March of five victims from bridges in the resort town of Mazatlan. The apparently deliberate killing in February of U.S. immigration officer Jaime Zapata (and the shooting of his partner) on a highway north of Mexico City.
And on, and on, and on.
Yet a funny thing happened on the way to Mexico becoming another failed state. To wit, the "failed state" boomed.
In 2010, a year when there were more than 15,000 drug-related killings (up by nearly 60% from the year before), the economy grew by 5.5%—the fastest rate in a decade. The Mexican peso appreciated against the dollar. Inflation was essentially flat. Foreign reserves rose to $113 billion. Twenty-two million tourists visited the country. Trade with the U.S.
reached an all-time high of nearly $400 billion. In Ciudad Juárez, where 3,000 people were killed last year, the maquiladora industries added some 20,000 jobs. The percentage of the population living below the poverty line declined to 47.4% in 2008 (the last year for which the World Bank has data) from 63.7% a decade earlier. Literacy rates surpassed 90%. Life expectancy continues to rise to near-First World levels.
In the U.S., sociologists are puzzling over the paradox of falling crime rates in an era of high unemployment and economic uncertainty. The Mexican paradox appears to be the reverse.
Then again, what most people consider a paradox is simply the crash of reality against our own unexamined clichés and preconceptions.
Consider the idea that crime in Mexico is out of control. The homicide rate in Mexico (about 12 per 100,000 in 2009) was more than twice that of the U.S. (five per 100,000) but well below Brazil's rate of 20.5 in 2008, to say nothing of the U.S. Virgin Islands, where it's about 50. In Mexico City, home to some 20 million people, the murder rate actually fell over the last decade. In 2009, it was about one quarter of the rate in Washington, D.C.
So how shall we define "out of control"? And what shall we make of the fact that the vast majority of the victims of Mexico's drug wars are themselves members of drug gangs? "They constitute a portion of population, that is worse than useless in any community," said Abraham Lincoln about the gamblers of Vicksburg in 1838. "And their death, if no pernicious example is set by it, is never a matter of reasonable regret with anyone." Something similar might be said of the drug cartels in their current orgy of mutual annihilation.
Then there's the idea that Mexico would have been better off had it never picked a fight with the cartels. I grew up in that Mexico, in which a corrupt and authoritarian government made its peace with—and took its cut from—the cartels.
That Mexico, built on conspiracies of silence and fear, could not survive the country's transition to democracy. It's no surprise that, even now, in the fifth year of his presidency and after 34,612 deaths, Felipe Calderón has an approval rating of 54%. Mexicans have no shortage of misgivings about his methods, but not many are proposing a viable alternative to taking the cartels head on. And by "viable," that means something other than the fantasy of expecting Ron Paul to win the presidency and end the war on drugs. Not that libertarians will ever stop proposing that utopia as their sole idea in what otherwise amounts to a feckless counsel of despair.
Last week I asked former Colombian President Álvaro Uribe whether Mexico can defeat the narcos. "Colombia is a typical case demonstrating that we can win," he answered—with the statistics to prove his case. He stressed that the key to winning was what he called a "permanent pedagogy" to convince people that the war on the cartels is "a necessary fight, not a partisan cause."
Mr. Uribe rescued Colombia from a plight far worse than what Mexico confronts today. But the central challenge is the same: how to establish a rule of law that has the legitimacy of consent and the courage of its convictions. Doing just that was Mr. Uribe's achievement, and it remains Mr. Calderón's challenge. Not much of a paradox here. Mexico's current prosperity is the bet that its market-friendly policies won't soon be betrayed by a government that can be cowed or seduced by criminals.
Write to bstephens@wsj.com










