Friday, February 28, 2014

Apple to make critical new component at sapphire plant

Apple has plans in mind for its new sapphire crystal plant that promise to "enhance and improve" its consumer devices.

Emails from Apple to U.S. Foreign Trade Zone officials point to a manufacturing processs called "Project Cascade." Uncovered by 9to5Mac with help from analyst/investor Matt Margolis, the emails give some clues as to the work that will be done at the Arizona-based plant.

This high-tech manufacturing process will create a critical new sub-component of Apple Products to be used in the manufacture of the consumer electronics that will be imported and then sold globally. By pulling this process into the U.S., Apple will be using cutting edge, new technology to enhance and improve the consumer products, making them best in class per product type.

The emails also list an aggressive go-live date for the plant's grand opening, namely sometime next month.

Announced last November, the plant has been gearing up to manufacture sapphire-based materials, an item confirmed by Apple CEO Tim Cook in a recent interview with ABC News. Apple has already used sapphire for the surface of the rear camera lens for the iPhone 5 and the ID fingerprint sensor in the iPhone 5S. But recent reports suggest the company has more aggressive plans for the hard substance.

A newly-published patent application envisions the expansion of sapphire to other parts of the iPhone. Apple may be gearing up to use sapphire to cover the entire screen of the iPhone and iPad. Such a technology could be considered a "critical new sub-component." It would also make Apple's mobile devices less vulnerable to scratches and therefore considerably more durable.

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Thursday, February 27, 2014

Get 100GB of Microsoft OneDrive storage for free

It's pretty easy to get the Bing Rewards points you need for Microsoft's 100GB OneDrive offer.

It's pretty easy to get the Bing Rewards points you need for Microsoft's 100GB OneDrive offer.

(Credit: Microsoft)

I can't pass up an opportunity to make fun of Microsoft, so let's dive right in.

Bing Rewards: Microsoft's blatant way of bribing users to use Bing instead of Google.

OneDrive: Microsoft's admittedly decent cloud-storage service that used to be known as SkyDrive -- until a lawsuit forced Microsoft to change the name six years after it launched. (Face-palm.)

The standard OneDrive freebie account comes with 7GB of space, but for a limited time, you can get 100GB of OneDrive storage for one year when you "spend" 100 Bing Rewards points.

The idea, of course, is to raise awareness of both services. For those unfamiliar with it, Bing Rewards awards you points for things like using Bing for Web searches, clicking various Microsoft-related links, and, especially, inviting friends to use Bing Rewards (which, ahem, is good for 200 points right from the get-go).

Those points can be redeemed for things like Amazon and Starbucks gift cards (525 points each for a $5 card, unless you've achieved Gold status, in which case they're 475 points), Skype credit, and, in this case, a big fat OneDrive bump.

You get 20 points when you sign up for a Bing Rewards account (or 200 using the aforementioned link), and it's pretty easy to hit 100 points via newcomer tasks like linking your Facebook account. Also, you can earn up to 15 credits per day by using Bing for Web searches, so it would take just six days to reach 100 points if you max that out (not hard to do, in my experience). And in theory you could easily rack up 450 points per month, effectively scoring a free venti mocha just for doing what you already do (except with Bing instead of Google). Food (and coffee) for thought.

My only real gripe with this offer is that it ends after a year. Unless you're willing to migrate your data elsewhere, you'll be on the hook for $50 annually to keep that 100GB. Admittedly, that's a competitive rate, and if you're a Windows 8 user, there's much to be said for OneDrive's seamless integration with the OS.

In the meantime, you can get an extra 3GB of free, permanent OneDrive storage by activating camera-roll backup on your mobile device (speaking of which, you can now earn Bing Rewards points there, too), and up to 5GB more for referring friends.

What do you think of all this? Smart marketing on Microsoft's part? Too much hoop-jumping for a one-year upgrade? Let's hear from you in the comments.

Bonus deal: Forget Google Glass -- how about a deal on regular eyeglasses? Coastal.com offers your first pair of prescription eyeglasses for free when you use coupon code FIRSTPAIRFREE at checkout. There are hundreds of frames to choose from, and it appears you can even get progressives. Shipping is free for most frames, though you may be on the hook for some add-ons, upgrades, etc. Has anybody tried this company?

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Wednesday, February 26, 2014

Jimmy Wales joins The People's Operator, looks to US launch

Wales joins MVNO The People's Operator as co-chair.

(Credit: Jimmy Wales / The People's Operator)

LONDON -- Wikipedia founder Jimmy Wales is joining The People's Operator, a UK-based mobile provider focused on raising money for charity, as co-chairman. The company plans to expand to more countries, with the US first on its list.

"I get a lot of pitches for a lot of things, which fall into two camps: they're either well meaning but unworkable, or workable but not that inspiring," Wales told CNET in a phone interview today. "[TPO] has the potential to raise an enormous amount of money for good causes, and I can see how it works."

TPO is an MVNO, or mobile virtual network operator, meaning it buys bulk capacity from network operators and sells it on to consumers. Launched in the UK in 2012, its USP is that it passes on 10 per cent of your phone bill to a charity of your choice, and donates 25 per cent of company profits to charity too.

Wales met TPO's founder and other co-chair Andrew Rosenfeld socially in London, and will talk about his new role at the DLD14 conference in Munich today. Part of his job will be to take meetings "at the highest level" with major charities, to encourage them to promote TPO and for users to nominate them as their chosen causes. He will also oversee development of software to build an online community around the company.

"Our plan is to open in as many countries as we possibly can," Wales says. "We'll start that process in the coming year. It won't happen [in the US] overnight, but as rapidly as we possibly can." Wales wouldn't name potential MVNO partners and investors, with talks still at an early stage.

The new role won't impact his work at Wikipedia, Wales promises. "I'm very active in the community of Wikipedia, I edit it almost every day, and I'm a very active board member. It's been my part-time work and hobby for many years -- I might have to cut out some travel, which my wife will be happy about."

But what happened to his handsome mugshot asking for our money? "There's a really ugly yellow banner that performs incredibly well. We might use my picture again, but it would have to perform as well as that," he explained.

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Tuesday, February 25, 2014

What the tech business hasn't yet grasped about human nature

Genevieve Bell, Intel's anthropologist, speaking at Mobile World Congress.

Genevieve Bell, Intel's anthropologist, speaking at Mobile World Congress.

(Credit: Stephen Shankland/CNET)

BARCELONA -- It's pretty clear from Facebook's ascent that businesses nowadays understand our need to connect with friends and family is a big deal.

But what about our need to be bored, to be surprised, and to get away from it all?

Those are among the parts of human nature that could be a big deal for businesses that figure out how to tap into those traits with today's technology, according to Genevieve Bell, Intel's in-house anthropologist.

"In this digital world, the story we're telling about the future is a story driven by what the technology wants and not what we as humans need," Bell said at the WIPjam developer event during the massive Mobile World Congress show here. "We want mystery, we want boredom, a lot of us in this room want to be dangerous and bad and be forgiven about it later. We want to be human, not digital."

The more things change
Technology is reshaping human existence rapidly, but Bell said some things aren't changing about us.

For example, we use the objects in our lives to express our values; we share secrets with others; we tell lies; we are deeply connected to our family and friends; we want to belong to something bigger than ourselves.

Technology just offers new ways to tap into those old trends. For millennia we've picked our clothes as a statement about ourselves, but now we do the same with mobile phones and wearable computing devices. We have new ways to lie -- online dating profiles and text messages saying we've almost arrived. Where we've joined religions or fought for a country in the past, we're now also organize Arab Spring online.

Connecting to people is at the core of our lives. "If you can tap into this one, you can always succeed," she said. It's no coincidence that the things we chat about on Facebook today are the things we talked about on telephones a century ago and that the idea that convinced Facebook Chief Executive to pay $19 billion for WhatsApp was that 331 million people each day use it for their communications.

Genevieve Bell, Intel's anthropologist, argues that there are aspects of human behavior that don't change with the onset of new technology, but instead adapt to it, and aspects that are being changed by technology.

Genevieve Bell, Intel's anthropologist, argues that there are aspects of human behavior that don't change with the onset of new technology, but instead adapt to it, and aspects that are being changed by technology.

(Credit: Stephen Shankland/CNET)

Wearable weirdness
Wearable computing also will fit in with human nature, once the new technology settles down. "human beings really care about stuff and what stuff says about us," she said. "At the moment we're in the early days, and we're worried about what the technology will do, not what it says about us."

Well, actually, some already are worried about that, as evidenced by the term "Glasshole" to designate somebody wearing Google Glass in public. Bell takes the long view here.

"We make sense of technologies over time," she said. "If you look at the history of wearable technology, what's really striking about some of the anxieties osmoe of those early tech produced. The first time people wore glasses, there was anxiety -- with glass that's convex and concave, what does it mean that that person can see me differently than everybody else can?

Where tech is changing us
But not everything about is us constant. Technology is changing some of our behaviors and preferences, she said.

Here's a big one: how the world sees us.

"We are more concerned about our reputations than we have ever been," Bell said. Much more of what we do goes on our permanent record and is shared globally, publicly.

"In a post-Snowden, post-NSA world, it is hard not to imagine that humans aren't anxious about data -- the data generated by us, about us, for us -- and where all that goes," Bell said.

And that means a business opportunity. "This space is really ripe for innovation," she added.

Surprise me
Technology doesn't really tap into the pleasurable feeling of surprise. Algorithms on eBay, Netflix, iTunes, and Amazon are geared to recommend purchases based on what our own earlier behavior or that of people like us, but that's not all we need, Bell said.

"We really like the familiar -- until we're done with it. Housewives of New York, housewives of New Jersey, housewives of Dallas, housewives of Orange County, housewives of Atlanta -- enough already. Then Game of Thrones comes along," Bell said.

Genevieve Bell, Intel's anthropologist, speaking at Mobile World Congress.

Genevieve Bell, Intel's anthropologist, speaking at Mobile World Congress.

(Credit: Stephen Shankland/CNET)

"We don't have a lot of algorithms that work out how people are about to become bored and how to deliver something surprising to them that won't freak them out," she said. "The first person who gets there wins."

Another area where technology and human nature aren't in balance is the simple idea of downtime.

"We need to be bored. You need to be bored to reset your brain. But we have things in pockets that say, 'Pay attention to me now!' Every device works best when it's constantly connected to the network to power, to the Internet, but we function best when we're disconnected," she said. Weekends, the Sabbath, Ramadan -- "We need moments when we're not constantly connected so we can reflect."

It's not a message you'd expect to associate with a tech company like Intel, but Bell is clear to emphasize these tensions between human nature and technology can be turned into businesses. Maybe Intel's next investment will be in one of those meditation apps.

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Monday, February 24, 2014

Microsoft's okay with Nokia using Android. Kind of

Microsoft's Joe Belfiore kicks off the company's event at Mobile World Congress in Barcelona.

(Credit: Shara Tibken/CNET)

BARCELONA, Spain--Things got awkward for short moment on stage when Microsoft executives were asked about the possibility of Nokia using Android.

Joe Belfiore, vice president of operating systems for Windows, looked to Nick Parker, who runs the world original equipment manufacturer group. Parker looked back, with both wanting to defer to the other.

Finally, Belfiore spoke up, reiterating Microsoft's strong relationship with Nokia. As Microsoft hasn't yet finalized its deal to buy Nokia's device business, he couldn't add too much, but he did offer up this amusing nugget:

"Some things we're excited about, some things we're less excited about," Belfiore said during Microsoft's Mobile World Congress press conference on Sunday, eliciting more than a few chuckles. "Whatever they do, we're very supportive of them."

Parker chimed in, noting that he appreciates the competition.

"It's great to sit there and compete," he said.

CNET's full coverage of Mobile World Congress

Such is the unique relationship that is shaping up between Microsoft and Nokia. Nokia is widely expected to launch a smartphone running on Android, a break from its prior commitment to Microsoft and Windows Phone. It's an odd move considering the company's device unit is weeks away from being folded into the company.

Nokia and Microsoft have long had a cozy partnership, particularly with devices head Stephen Elop a Microsoft veteran poised to return to the mothership. Nokia, in turn, is responsible for a vast majority of sales of Windows Phone devices. Any growth in sales for Windows Phone is due to Nokia. It's the only company to consistently show excitement about the operating system.

But the Android move suggests that Microsoft may keep Nokia at arm's length, even after the acquisition, which is a good thing. Microsoft has to show that it is neutral when dealing with Nokia in order to balance its relationship with its other partners. On Sunday, Microsoft announced a number of new companies supporting Windows Phone, including LG, ZTE, and Lenovo, as well as iPhone-manufacturer Foxconn.

At least for now, Belfiore and Parker seem content to let Nokia work independently, although things may changes down the line once the deal closes.

"What they do is what they do," Belfiore said.

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Monday, February 17, 2014

Get a refurbished Roku 2 XS Angry Birds Edition for $49.99

A red Roku? With two remotes? For 50 bucks? Yes, please!

A red Roku? With two remotes? For 50 bucks? Yes, please!

(Credit: Woot)

Desktops, Blu-ray players, and the iPod Touch -- people still love 'em! Every time I think the death knell has sounded for certain seemingly outdated products, readers rally to remind me what made those products so great in the first place -- and why they're still highly desirable (especially if there's a deal to be had). I loved reading your iPod Touch mash-notes yesterday, and I'll continue to keep my eyes open for more Touch deals.

On to business. Although the Roku 3 is now the top-of-the-line Roku box, that title previously belonged to the Roku 2 XS -- which originally sold for $100.

Today only, and while supplies last, Sellout.Woot has the refurbished Roku 2 XS Angry Birds Edition for $49.99, plus $5 for shipping.

Angry Birds Edition? I knew the XS let you play games (like Angry Birds) courtesy of its accelerometer-enhanced remote, but I didn't know there was a special edition of the box itself. There is: It's fire-engine red with an angry bird etched into the top. I could do without the bird, but the color just plain rocks.

What's more, this deal includes not one accelerometer-enhanced remote, but two accelerometer-enhanced remotes. Why two? So you have a spare when you inevitably lose the first one.

The XS supports both Ethernet and Wi-Fi connectivity, and it includes a microSD slot if you need more game and/or channel storage or want to play some personal music, photos, or videos. The only thing missing (annoyingly) is an HDMI cable, though you can grab one here for under $3.

No doubt many of you already own a Roku box, but whether you're looking to upgrade an older model or add a second (or third/fourth/fifth) one, this is a great deal on last year's flagship model.

Bonus deal: A couple months ago I shared a deal on the Ouya game console, with the caveat that I hadn't tried it myself and therefore didn't know if it was worth owning. Since then, I've paired one with a 28-inch LCD monitor and enjoyed some really fun games. The Ouya itself is adorably tiny, the controller rocks, and the game library continues to grow (albeit slowly). Which brings us to this: For a limited time, StackSocial has the Ouya game console and a $25 game credit for $85 shipped. Regular price: $99 with no game credit.

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Sunday, February 16, 2014

Smartphone charging: Toward a faster fill-er-up

Here's what makes our mobile devices ever more spectacular: larger screens, higher resolutions, faster modems, and speedier processors. And here's the oft substantial cost of all that: big-time battery consumption.

Handset makers constantly strive to squeeze more milliamps into a phone battery. The challenge of so while keeping a slim profile is clear to anyone who has used a charging case. But even here there is a tradeoff beyond potential girth. As batteries get larger and chargers send a fixed amount of juice using the microUSB specification, wireless charging times can increase dramatically.

Some manufacturers, particularly those like Amazon that offer tablets or other devices with larger batteries, provide power chargers that can supply more juice. But since they look similar to other chargers on the market, it's easy to get things mixed up if you have multiple USB devices. Try charging a device with a charger not designed for it and you may get an error message that it's charging slowly, or not at all. Worse, you may be under the impression that your device is charging as you use it heavily, only to find out the battery meter hasn't made much progress at all (as recently seen on the new reality TV show "When Devices Deceive").

USB 3.0 provided some relief to the issue by raising the ceiling for power from its previous limit of 500 milliamps per hour to 800. But a new version of the Quick Charge standard developed by Qualcomm (a client of my firm, Reticle Research) would enable charges up to 75 percent faster than conventional technology. In order to prevent lower-power devices from being blown out by receiving too much current, the company is working closely with mobile device makers and major battery and charger suppliers to help ensure that each device gets only as much juice as it can handle.

What needs to happen for device companies to implement Quick Charge 2.0? Support for the standard is already present in the high-end range of Qualcomm's ubiquitous mobile system-on-chip series; over 70 handsets supported version 1.0 of the standard. Handset companies would simply need to activate the technology, which would make sense mostly if if they opted to toss in a Quick Charge 2.0-compatible charger in the box. We should see these later this year.

Quick Charge 2.0 is not the only option coming to push more electricity via the microUSB connector. At CES, the group responsible for the USB standard showed off USB Power Delivery, which supports up to 100 watts. That's enough to power virtually any laptop on the market today as well as monitors and other devices. However, the standard requires new USB cables in order to deliver its higher payload and may also require larger power blocks for higher-power devices. But fear not, battle-scarred veterans of the standards wars. Qualcomm does not view the other standard as a competitor and is supportive of it.

Those who will most likely find the most value in the new Quick Charge are mobile users who pound on their battery. Nomadic types who get in bits of work at coffee shops can appreciate the value of being able to "top off" -- or get a lot closer to doing so -- with only 15 or 20 minutes of outlet access. Along with improvements in battery life longevity and conservation, faster charging will be a part of the total effort required to keep one's mobile life going.

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Saturday, February 15, 2014

Be one with Flappy Bird: The science of 'flow' in game design

When the smartphone phenomenon Flappy Bird took off not so long ago -- and before it morphed into something uncontrollable and became its own hard-to-swallow lesson for the game industry -- it was as if everyone you'd ever known had suddenly stumbled on mobile gaming's most brilliantly manufactured drug. Facebook and Instragram were awash in high score screenshots and admissions of addiction-fueled guilt while all of Twitter might as well have been Flappy Bird references with some news and global chatter sandwiched in between.

One particularly interesting boast from a friend of mine, who had hit a score of 100 long before anyone else I knew had even broken the 50-point mark, included a clearly tongue-in-cheek observation, "Towards the end, I felt like I was hovering above myself, watching myself play..."

Despite it being a purposefully self-deprecating Facebook status -- a feeling of transcendence attached to, of all things, an unholy high score in a miserably difficult mobile game -- it contains a remarkable truth. That feeling described is something everyone one of us has experienced at one point or another: To see through the act of performing a task, release yourself from self-conscious awareness, and be "in the zone" or cruising on autopilot so to speak.

It is in fact one of the central undercurrents, among many in the Flappy Bird saga, that drove the mobile game to massive popularity. While it became well-known for its infuriating difficulty, equally important to its success was what it did to our brains as we found ourselves succeeding at it, a feeling of momentary elation that nestled deep inside our psyches and sent us back for more. Whatever your opinion of Flappy Bird, there's no denying that creator Dong Nguyen had crafted something truly special, worthy even of being called a genius feat, be it one in the realm of manipulative mobile games or the beauty of mindless repetition.

"Some games can do that. Not all games can do that, but when they do it's wonderful," said Frank Lantz, a game design veteran and director of New York University's Game Center. In 2009, Lantz's game studio Area/Code developed the mobile title Drop7, a puzzle game that also created in its players a fleeting sense of zen-like serenity that Lantz acutely recognized.

"It's the kind of thing we get from drugs, from meditation, from spiritual rituals," he added. "I found it recently in playing Flappy Bird. For me, one of things that makes it interesting is that it is an extreme example of this experience."

Flow in game design
That kind of thing Lantz is referring to is a well known phenomenon called flow. It's a psychology term that goes back decades in academia. But the study of flow can be traced back thousands of years in the history of spirituality and the philosophical ruminating around how and why humans perform certain tasks for great lengths of time and with incredible focus -- and precisely what they feel that keeps bringing them back to it.

It also happens to be a common aspect in game design since the advent of the medium -- think Tetris, Pac-Man, and Donkey Kong -- and has in the last few years been a guiding principle for some of the industry's most surprising success, from thatgamecompany's Journey and Flower to Markus "Notch" Persson's Minecraft. And now mobile breakouts like Asher Vollmer's Threes, Lantz's own Drop7, and scores of other games usher us towards a state of unprecedented focus and oneness with our actions, driving our addiction to those games as a result.

"There's nothing the same between Minecraft and Flappy Bird, The Sims and WoW [World of Warcraft]. These are fundamentally different experiences and yet the science of them is very much the same," said Curtiss Murphy, founder of GiGi Games and technical director at Alion Science and Technology where he used the aspects of flow to develop the educational simulation game Damage Control Trainer for the US Navy. "They all embody the characteristics of flow and leverage simplicity," Murphy added.

There's nothing the same between Minecraft and Flappy Bird, The Sims and WoW [World of Warcraft]. These are fundamentally different experiences and yet the science of them is very much the same." --Curtiss Murphy, founder of GiGi Games

Flow as a concept in psychology was coined by Hungarian psychologist Mihaly Csikszentmihalyi in the 1970s, when artists would describe in interviews the experience of getting lost in their work as like being carried along by water. Throughout the following decades, Csikszentmihalyi published a number of books on flow, starting with "Beyond Boredom and Anxiety: Experiencing Flow in Work and Play" in 1975 and later, throughout the '90s, numerous publications on flow as a means to a more effective education, achieving happiness, and unlocking the secrets of motivation and creativity.

What he discovered was that it wasn't just artists, but athletes and chess players and students that relied on flow too. It's now understood to be found within all sorts of other tasks, even everyday ones we barely think about as we do them, from mowing the lawn and shaving to cooking and ironing shirts. Basically anyone who is performing a task that met a certain distinct criteria could achieve a state of flow where your focus and sense of self reach a unique fluidity and, as Csikszentmihalyi put it in Wired magazine in 1996, "The ego falls away. Time flies. Every action, movement, and thought follows inevitably from the previous one, like playing jazz. Your whole being is involved, and you're using your skills to the utmost."

Csikszentmihalyi broke down the conditions for achieving such a state: There must be a clear and simple task; that task must provide instant feedback; there must be no distractions that either disrupt your concentration or make you ultra-aware of your own actions; and, key to the act of game playing especially, it must be a challenge with appropriate balance with regards to your own skill and the task's difficulty.

The sweet spot between the skill one has and the intrinsic difficulty of the task -- falling between boredom and anxiety -- is where Csikszentmihalyi said the state of flow can be found.

(Credit: Sean Baron/Gamasutra)

"If you look at Flow, game designers want to get players into flow, they want them to get into that state where they lose track of time," Murphy explained. As the author of "Why Games Work and the Science of Learning," Murphy sought to understand how pivotal flow was both from a game development and player perspective.

"These states are so stimulating and so engaging, the products just keeps giving them [players] these chemical reactions in their brain," he added.

Finding flow in Flappy Bird and beyond
Flappy Bird was capable of exactly that. Though, as Lantz admitted, it was a more extreme case due in part to the contrast between the appearance and reality of its difficulty.

"If you look at a game like Flappy Bird, it's really interesting. The task is clear, the feedback is immediate and clear; you mess up and die in three seconds," Murphy said. "The rest is balance. In the end it created this conflict where you say, 'This should be very easy. I should be able to do this.' It's hard because it's so precise." No one went into Flappy Bird expecting it to be as brutal as it was. Even better, the game signaled to every person that kept flapping the titular character just how hard the task really was in only a matter of minutes, creating a near-unequivocal difficulty balance no matter how good at games you were.

Flappy Bird's simple pick-up-and-play mechanics created a deceit from the beginning, tricking players into thinking the task was easier than it really was and driving a desire to keep playing.

(Credit: James Martin/CNET)

"You get into this state where you say, 'I want to do this, I want to accomplish this goal,'" Murphy said. "And you strive for it." In the case of Flappy Bird, people strived for it again, and again, and again in search for not only the feeling of triumph at the end of a good run, but also the very act of achieving that triumph. It's an experience marked by the brief amount of time when the world appears to melt away and you, in the words of my high-score-achieving friend, appear to be hovering over yourself, watching yourself play.

It's unclear whether Nguyen was cognizant of the idea of flow when designing Flappy Bird, and he did not reply to requests for comment on the matter. Furthermore, nothing from the now-extensive amount of information we have about the origin of Flappy Bird helps us understand more about Nguyen's game design philosophy outside of his art style's retro influences and his love of simplicity. He does however believe in the idea of games requiring an appropriate mental state as the world's collective addiction became the apparent driving factor in his pulling of Flappy Bird from the App Store and Google Play.

"Flappy Bird was designed to play in a few minutes when you are relaxed. But it happened to become an addictive product. I think it has become a problem," the 29-year-old Vietnamese resident told Forbes in a recent interview, meaning he at the very least understood the importance of feeling relaxed, and not anxious, when it came to achieving a higher score in his game.

Threes -- a mobile number-based puzzler released for iOS amidst the height of the Flappy Bird craze last week -- on the other hand is a prime example of a polar opposite game that incorporates the very same ideas of flow into its design and mechanics on purpose. The creator, Asher Vollmer, used the principles of flow to turn his title into the next mobile puzzler people can't put down.

Threes, beyond its playful illustrations and theme music, is a numbers-based puzzle in which you must merge multiples of three to create the highest multiple: one's and two's become three's, while three's make six's, six's make twelve's, and so on. But because Threes' level of difficulty increases in lockstep with your ability to overcome the present challenge of creating the next highest multiple, it beautifully fulfills the fourth criteria of flow -- achieving a difficulty-to-skill balance -- in a way few other puzzle games have ever accomplished.

Asher Vollmer's Threes is a numbers-based puzzle game that is especially adept at putting players in a state of flow early on thanks to the way its difficulty manifests itself and evolves over time.

(Credit: Asher Vollmer)

"Threes is very, very simple. The task is clear. The feedback is immediate. There's almost no interface in Threes, no complicated movements," said Murphy. "The rest is about, 'Does it strike a balance of difficulty?' It's pretty easy, yet as you play you begin to uncover layers of what you're doing. The same is true of Angry Birds."

By designing a game that is simultaneously simple to grasp and surprisingly deep, Vollmer created an experience that was especially good at putting players in a state of flow. The experience of clearing the board feels like an automatic reflex of your mind and the numbered tiles seem to merge themselves without you needing to think much beyond an innate awareness of your general strategy.

That is until it the game get's really difficult at the higher stages and your flow state tends to break. But helping you achieve flow early on is precisely what brings you back to Threes again and again.

"A mindless mindfulness": The role of distraction

Cutting out distraction, as one of Csikszentmihalyi's requirements for achieving flow, plays an especially interesting role in games where its easy to find yourself too aware of your actions in a way that keeps you from succeeding the more you seemingly try harder. After all, part of the reason Flappy Bird was so maddening was the fact that it was so easy to become obsessed with perfecting its simply mechanics, in effect distracting yourself, breaking any chance at finding flow, and tarnishing future efforts as you only get more anxious and flustered.

To keep yourself from falling into this pit, employing thoughtful distraction -- listening to music, talking with friends for instance -- while playing can actually create what Lantz calls a "mindless mindfulness." "It's almost like we have this frontal cortex that is a nosy boss," he said. "The workers are these subconscious modules, the people actually threading the needle of the task. If you can distract that chatterbox of this nosy bossy, the other modules can perform the function."

This appears to be a key factor for some in entering a flow state while playing. Even Vollmer finds that concentrating too hard on his own game pulls up a mental block to success. "All my best scores are from when I was trying to relax and binged on Netflix. Threes sort of compartmentalizes itself," he told me via Twitter. Lantz himself said some of his best Flappy Bird scores appeared to happen when he was in the middle of a conversation.

If you can distract that chatterbox of this nosy bossy, the other modules can perform the function." --Frank Lantz, director of NYU's Game Center

"A lot of people will put on headphones. They're not putting their headphones on to listen to the music. If you put on a song you've never heard, that's a distraction. If you put a song you've heard 100 times, you now what to expect," Murphy said. "Now what you're doing is you're using that experience that normally you would think would add difficulty to actually remove the distractions."

The act of distracting your mind essentially from itself is one of the few ways flow criteria can be actively influenced, and is important beyond just games. It's how we subconsciously focus within distracting work environments and how we keep stress or nervousness at bay in intense situations like the minutes before a sporting event.

"We as humans, we look around for things to try and put ourselves in this state of flow," Murphy said. "We know when we work better if the door is shut or it's noisy. Sometimes the noise is adding difficulty, affecting the fourth requirement balance, and then sometimes the noise is something that you're then able to tune out."

Most importantly though, thinking about flow as it relates to game design and our complex relationship with these addictive, feedback-heavy mechanisms illuminates not just what may be going on in our heads as we persist through failure, but also elements of games and their limitations in a way more fundamental to the very nature of play.

"I think games in many cases are about focusing our attention in this way on these moments of what it means to be aware or not of the actions that we do. In that case, games are almost like a kind of folk neuroscience where we get to toy around," Lantz said. "That's not necessarily what we want from great art. It seems a little bit practical, but I'm proud of that. There is something valuable in that."

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Friday, February 14, 2014

Snowden nicked NSA docs with common tool, raising more concern about agency -- report

Edward Snowden

(Credit: Laura Poitras/The Guardian/screenshot by CNET)

Edward Snowden used common "web crawler" software to grab top secret NSA documents, according to unnamed intelligence officials cited in a New York Times report, a revelation that raises further questions about the efficacy of the agency's internal security measures.

The software was not named by the officials, but it's apparently similar to Googlebot, the program the search giant created to index new Web pages, as well as a program called "wget," which Chelsea Manning used to download the batches of secret files that were published by WikiLeaks several years back.

The crawler can be programmed with various search phrases; it then travels automatically from web page to web page, following links, and going ever deeper in search of relevant documents.

"One of the questions I have is, while people can access individual messages related to their specific job, shouldn't this system have caught someone downloading 500,000 messages and asked him, 'What are you doing?'" Senator-Elect Mark Kirk (R-Ill.) said of the Manning leaks during the 2010 WikiLeaks episode.

Similar questions are currently being asked of the NSA's systems. And it's a weighty issue given that, as the Times notes, the agency is charged with maintaining US cybersecurity against foreign adversaries that are supposedly using far more sophisticated methods than Snowden apparently did.

A presidential directive made in response to the 2010 Manning/WikiLeaks incident required US government facilities to install updated anti-leak software. But the facility in Hawaii where Snowden worked as an NSA contractor reportedly hadn't updated the "insider threat" program because the outpost's network didn't yet have enough power to run it properly.

Today's Times story says it's not known if Snowden got lucky in landing at the Hawaii facility, or if he sought it out. NSA officials told the paper that Snowden would've been caught if he'd been working at the agency's headquarters in Fort Meade, Md.

Agency culture was a factor as well, the Times reports.

"Once you are inside, the assumption is that you are supposed to be there, like in most organizations," Richard Bejtlich, chief security strategist for Silicon Valley computer security firm FireEye, told the paper. "But that doesn't explain why they weren't more vigilant about excessive activity in the system."

The Times said, "The NSA declined to comment on its investigation or the security changes it has made since the Snowden disclosures. Other intelligence officials familiar with the findings of the investigations under way -- there are at least four -- were granted anonymity to discuss the investigations."

And Snowden told the paper in a statement: "It's ironic that officials are giving classified information to journalists in an effort to discredit me for giving classified information to journalists. The difference is that I did so to inform the public about the government's actions, and they're doing so to misinform the public about mine."

The Times reported earlier that the CIA suspected Snowden of trying to get his hands on classified files when he worked for the outfit in 2009, but Snowden says that report was inaccurate.

You can read the Times' complete report on Snowden's use of web crawler software here.

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Thursday, February 13, 2014

A classic slow cooker with a few welcome extras

The $59.99 Hamilton Beach Set 'n Forget 6 Qt. Programmable Slow Cooker is a very straightforward slow cooker. It isn't full of innovative tech, and it doesn't appeal to modern design sensibilities, but this is one of those rare times when I don't think that's a terribly bad thing. It offers the basics and a handful of special features, like a thermometer probe for cooking to temperature and lid clips for safe and easy transport. I strongly recommend this slow cooker to anyone looking for a uncomplicated, traditional approach to cooking slowly.

A classic slow cooker with a few special features
The Hamilton Beach slow cooker has a stainless steel finish with black plastic accents on the base, display, and handles (so it won't burn you if you move it while it's warm). And the top handle doubles as a spot to attach the included serving spoon. This slow cooker measures 16 inches tall by 10 2/5 inches long by 16 inches wide and comes with an outer aluminum casing and an inner stoneware pot. The pot has a six-quart capacity and the lid is clear glass with a thin metal trim, so you can check on/salivate over your meal with ease.

The handles stick out fairly far from the sides of the Hamilton Beach unit, making it a full two inches wider than the competing $59 Crock-Pot Cook & Carry Digital Slow Cooker. The Crock-Pot model also has posts to wrap the power cord around, which the Hamilton Beach lacks. Those Crock-Pot design notes make it a bit easier to transport and to store at home, but the Hamilton Beach makes up the difference with some useful features I'll get to shortly.

One feature common to both the Hamilton Beach and Crock-Pot units is that they come with clips that you can use to secure the lid for safe transport. That means that you can stick this slow cooker in your car and take it to a get-together without worrying about chili spilling all over your seats. But Hamilton Beach also added a thermometer probe to its list of features. Select probe mode, plug the probe into the provided jack and stick it through the lid vent, and the unit will automatically switch to warm mode when your food reaches the desired temperature.

It also offers a power on/off button, and program, manual, and probe cooking modes. There's also an enter button and up and down arrow buttons that let you select cooking time, heat setting, and a target temperature for the probe.

When you first turn on this slow cooker, the display will flash "SEL". You need to select one of the three modes to continue. If you pick program, you will need to use the up and down arrows to select a desired cooking time. Then press enter. Next, it will ask you to select a heat setting -- either high or low -- then press enter, at which point it will start cooking. The display will alternate between the remaining cooking time and the heat setting, and it will automatically switch to warm mode when the timer finishes counting down.

Manual mode leaves out the timer and the warm mode. You simply select high or low, and the heat comes on. This gives you the opportunity to be more involved in the cooking process. And in probe mode, you need to select the heat setting and desired temperature to get started. While it's cooking, the slow cooker will switch between the desired and the actual temperature. When the probe reaches the right temperature, it will beep and automatically switch to warm mode. If not manually turned off, the slow cooker will power down after 14 hours.

All of that is a bit more involved than the simpler, set-and-forget Crock-Pot. It's certainly not overly complex, but you might need to read through the manual once or twice to get it all down. I do wish the display was a bit more thoughtfully designed -- it borders on clumsy. There's a power button on the left side of the screen and arrows on the right side, mode options below, and an enter button below the mode options. In some cases, you will have to make at least six different button selections just to start the cooking process. Not ideal.

A closer look at cooking slow
I have few complaints about this slow cooker's performance. It consistently produced good food within the expected time frame. That, combined with its practical features and $59 price tag make this a highly recommendable slow cooker. This and the Crock-Pot cooker are both perfect options for when you want to sit back and let your slow cooker handle dinner.

We also tested the $129.99 Breville Slow Cooker with EasySear, the $99 Frigidaire Professional 7-Quart Programmable Slow Cooker, and the $199.80 Ninja Cooking System. All five models participated in the following tests: water boil, whole chicken, macaroni and cheese, cannellini beans, and pot roast, and models with special features received additional testing. For example, I used the thermometer probe to cook a whole chicken (this sets the Hamilton Beach model apart from the Crock-Pot, which doesn't come with a thermometer probe), in addition to the regular, timed whole chicken tests we ran.

Water boil
We used this test to set a performance baseline -- which slow cooker would reach the highest temperature the fastest, etc., and how (if at all) would that correlate to the food tests? We tested the slow cookers for eight hours on low and then for four hours on high. On low, the Breville slow cooker began to boil the fastest and maintained that temperature for the remainder of the test. The Frigidaire followed, then the Crock-Pot, and then the Hamilton Beach. The Ninja got hot very quickly, but it never reached boiling. Instead, it leveled off at 207 degrees Fahrenheit.

On high, every model except the Frigidaire reached boiling, with the Ninja in the lead. The Frigidaire slow cooker never exceeded 191 degrees. This is where we began to notice a pattern that would remain consistent throughout testing. The Ninja and Breville slow cookers had a tendency to reach a higher temperature faster than the others. The Frigidaire generally undercooked food when on high, yet overcooked when set on low. The Hamilton Beach and Crock-Pot models are very similar and generally maintained a middle ground between the extremes of the Breville, Ninja, and Frigidaire slow cookers.

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Wednesday, February 12, 2014

Microsoft accused of censoring Chinese search results in US

A search for the Dalai Lama on Bing's Chinese language search engine in the US.

A search for the Dalai Lama on Bing's Chinese language search engine in the US.

(Credit: Screenshot by Dara Kerr/CNET)

Is Microsoft censoring searches of certain Chinese terms in the United States? One Web site is standing behind its original accusation.

Microsoft's Bing allegedly delivers different results for English-language searches than for those in Chinese, The Guardian said on Tuesday. Run searches on such politically sensitive topics as the Dalai Lama, Falun Gong, and Tiananmen Square on Bing's English-language site and its Chinese-language site, and the results vary, the report claimed. The Guardian said the discrepancies were first noted by Chinese monitoring site GreatFire.

In response to charges of censorship from GreatFire, Microsoft attributed the problem to a system error, sharing the following statement with The Next Web:

We've conducted an investigation of the claims raised by Greatfire.org.

First, Bing does not apply China's legal requirements to searches conducted outside of China. Due to an error in our system, we triggered an incorrect results removal notification for some searches noted in the report but the results themselves are and were unaltered outside of China.

Second, with regard to the freeweibo.com homepage being absent from Bing search results, our investigation indicates that at some time in the past the page was marked as inappropriate due to low quality or adult. After review, we have determined the page is acceptable for inclusion in global search results.

Bing aims to provide a robust set of high-quality, relevant search results to our users. In doing so, Bing has extremely high standards that respect human rights, privacy and freedom of expression.

Microsoft is a signatory to the Global Network Initiative, which is an effort by a multi-stakeholder group of companies, civil society organizations (including human rights and press freedom groups), investors and academics to protect and advance freedom of expression and privacy on the Internet. As part of our commitment to GNI, Microsoft follows a strict set of internal procedures for how we respond to specific demands from governments requiring us to block access to content. We apply these principles carefully and thoughtfully to our Bing version for the People's Republic of China.

But GreatFire remains unconvinced. In a Wednesday update posted on its Web site, GreatFire said that Microsoft's claim that the search results are and were unaltered outside of China is simply not true.

"Most results are partially censored and hard to detect if you don't read Chinese," GreatFire claimed." But we selected a term that is completely censored so that even a non-Chinese reader can easily confirm that the censorship exists." As purported evidence, GreatFire pointed to a search for the word "Freegate" in Chinese on Bing's Chinese-language site as one that triggers the message: "Due to legal obligations imposed by Chinese laws and regulations, we have removed the results for these search terms."

GreatFire also chided Microsoft for failing to address its allegations of censorship on the international version of Bing in China.

"For Microsoft, this is an enormous opportunity -- do the right thing and stand up to Chinese censorship now," GreatFire said. "It has damaged your credibility with customers and China's efforts to boost its image overseas."

CNET contacted Microsoft for comment and will update the story with any further information.

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Tuesday, February 11, 2014

A dual Windows-Android machine: PC industry savior or non-starter?

Intel CEO Brian Krzanich, speaking at CES 2014, says there will be a big push for machines that run both Windows and Android.

(Credit: James Martin/CNET)
It's pretty grim days for the PC industry, and the sector's next hope -- machines that run both Windows and Android at the same time -- may not be enough to save it.

The dual-operating system idea is just the latest attempt by the computer makers to juice sales, which have been on a steady decline: shipments posted their worst-ever drop last year, and on Thursday, Sony said it would exit the PC market. In the newest effort by the industry to revitalize computer sales, PCs would let users access both Android apps and Windows software with just the push of a button or the click of an icon on the screen. Users wouldn't have to reboot their PCs to switch between the operating systems. At least, that's the goal.

It may sound great on paper -- Android and Windows, the best of both worlds! -- but the reality isn't quite as attractive. Windows 8 has already been criticized as too confusing for users, and adding Android on top won't make it any simpler. While PC makers are working to eliminate the lag time when switching between operating systems, anything that's not essentially instantaneous or seamless could irritate users.

There also could be security concerns and issues with making the Android apps, built for smaller screens, work well on bigger PCs. Then of course, running two operating systems at once would require more powerful processors, something that chip giant Intel would like but consumers may not when they find out it drains their batteries faster.

"It's too confusing a proposition with too much complexity," said Neil Hand, head of Dell's tablet business. "In the end, most customers care about their applications and data, not the OS behind it."

Dell won't be making dual-OS devices anytime soon, but others will. At the Consumer Electronics Show last month, PC chipmakers Intel and AMD talked up the hybrid PCs, and already, companies such as Samsung and Asus have unveiled machines that run both operating systems. Asus' new dual-OS system shown at CES, the Transformer Book Duet, should hit the US market by mid-2014, but it's unclear when Samsung's Ativ Q, announced in June, will be available. Intel, at least, believes dual-OS machines could really take off in the coming months and years.

"Our [computer] customers wanted more [than Windows]," Intel CEO Brian Krzanich said during a keynote at CES. "We wanted more choice: Windows for some usage, Android for others."

If thin and light ultrabooks and tablet-notebook hybrids haven't helped PC sales, why bother with two operating systems? Many companies are looking for any way to get their products to stand out from the crowd. And they know that many consumers turn to Android or iOS for tablets. If consumers are forced to choose between buying a new laptop or a new tablet, they're often opting for a tablet.

For most companies, however, it's a matter of apps. That's one reason companies such as Lenovo and Hewlett-Packard are making PCs that run Android rather than Windows. Microsoft has made big strides in building its Windows 8 and RT store, but it's still missing some popular programs such as Spotify and Amazon Instant Video. And while Microsoft undoubtedly has big changes in store for future Windows updates, a dual-OS system could bridge the gap until that occurs.

Lenovo has experimented with dual-OS machines before and is considering making them now to benefit from Android's wider set of apps and broader ecosystem, said Jay Parker, Lenovo's president of North America.

"I believe there will be a place in the market for those types of products," Parker told CNET in a recent interview. "But I don't think they will have the mass market type of appeal."

Figuring out how to deal with this push -- and how much or how little support to give it -- will be a top priority for Satya Nadella, who just last week was anointed as Microsoft's new CEO. Microsoft initially opposed dual-OS systems, but it's starting to change its stance, according to people familiar with the matter. And according to reports, Microsoft has considered trying to get Android handset makers to run Android and Windows Phone on the same device.

Asus' Transformer Book Duet runs both Windows and Android.

(Credit: Xiomara Blanco/CNET)

Chris Flores, director of communications for Windows, told CNET in a recent interview that it's unclear just how well dual-OS devices will sell and that having two operating systems on one device could be confusing for consumers. However, Microsoft is watching the market closely.

"We're all looking at it, wondering what the ideal consumer use case is for such a thing," Flores said. "Choice is always great for a consumer, but I think Windows is a fantastically integrated, deeply polished product."

Flores' favorable view notwithstanding, Windows 8 has not done well. Rather than saving the PC industry as hoped, the operating system, released in late 2012, ended up alienating customers and hurting Microsoft and the entire computer sector. The software company since that time has taken steps to address customer issues and fix problems with Windows 8.1. But even with the changes, the operating system continues to face shortcomings.

The hope for Intel and all the other companies working on dual-OS systems is that moving to such a strategy could turn things around in the computer industry. While Krzanich said PC makers want more choice, what they actually want is to provide customers everything in one package -- essentially, giving them the opportunity to not choose between Windows and Android. Because increasingly, when consumers must choose, Android wins.

So will combining Android with Windows prove to be a winner? For now, it looks to be more of a gimmick than anything else.

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Monday, February 10, 2014

Jac Holzman: From vinyl to apps to what comes next (Q&A)

Jac Holzman, founder of Elektra and Nonesuch Records.

(Credit: Getty Images)

Jac Holzman is legit.

His track record in the music stretches back nearly 65 years -- that's the lifespan of about 12 iTunes -- to when he founded Elektra Records out of his college dorm room in 1950. He went on to sign acts like the Doors, Carly Simon, and the Stooges, but don't mistake him as a label exec lost in a bygone era.

As waves of technological change have washed over the music industry, Holzman worked to stay ahead of the break, testing how the conjoined worlds of music and technology could enhance each other. He was served as the chief technologist at Warner Communications (later Time-Warner), and developed Warner Music Group's e-label, Cordless.

His latest project is an encyclopedic app delving into the history of the Doors, something he built with a small team from scratch over the last 16 months. Having harnessed the popular consumer technology of today to rekindle the fanbase of a band formed half a decade ago, Holzman looks back at the music industry's response to other technological changes and discusses the changes he'd like to see in the future.

The following is an edited Q&A.

Q: What is in the Doors app?
Holzman: This is the new box set. The idea was to tell the story of a group, whose audience has been growing rapidly--6 months ago, the Doors' Facebook friends were 10 million; it's now up over 15. A lot of this is younger generation. We have assembled the entire Doors story, which you can approach from many different angles. There are over 1,550 pieces, and this is really about an experience. But there are other reasons to do this. Music has become terribly commoditized. We've essentially lost the album. In most cases, that's not a real loss. But there are artists who have been incredible album artists. The album is a matching of context and content, and you've got to get them both right for those albums to be magic.

In general, apps are tough, and they're tough because to do them well costs real money. Sometimes what it would cost to do a standard album, but there's no way in today's "music should be free" climate that you can ever recover that. One of the things that encouraged me to do the app, and encouraged Rhino and Warner Music Group to support my little team, was to see what it would lead to. If you don't start somewhere, you don't get anywhere.

You mentioned before that the Doors app -- now that you're at the other side of it, 16 months later - has been successful. How have you seen that success?
Holzman: There was a kind of a dynamic flow to these things. While all of the so-called marketing is going on, you're selling a lot of apps. Two weeks after the marketing is up, you've dropped considerably, but you stay steady. It's not like it ever goes dead, because what you have then is the effect of people turning on other people. When we did the first update, we sold almost as many apps as we did originally. That was really interesting.

But the Doors adding 5 million fans from the end of 2012 until today, is unheard of. And I think that we're showing that enthusiasm in the streaming services.

Jac Holzman at his 2011 induction to the Rock and Roll Hall of Fame

(Credit: Getty Images)

The anniversary of the Beatles first appearance on The Ed Sullivan Show is Sunday. I was curious about your perspective on these iconic groups like the Beatles -- the Beatles catalog known for being more inacccesible than other classic groups -- on the streaming services. What do they have to gain and have to lose by not being on a streaming service, by having an app or by not having an app?
Holzman: Streaming services are part of the process of ephemeralization that Buckminster Fuller spoke about years ago. If you take a look at what technology has brought us, we used to have to listen to music at home or have it programmed for us on radio, then the iPod came and we could carry it around. Then iTunes made it possible to buy just individual tracks, further ephemeralization. Now you're in a situation where you can hear whatever, wherever you are at a fixed price per month. That is probably the ultimate aspect of the ephemeralization. Do I think we're going to stop selling physical product? Not for quite a while. Take a look, physical product is still greater than digital in many countries in the world. No, we're going to have all of these mixed up.

I think where streaming services have been weak is in introductions to new music. We need more trusted first filters. Interestingly enough, we used to have them, we had them on radio in the form of disc jockeys, in the early days of FM when the disc jockeys were more eclectic. We lack first filters, we lack first filters who we really trust. I think Beats has a real opportunity there to pick up on. Because Beats has structured itself and is proud of itself as a curated type of service. They launched it probably at the right time. It's a work in progress but Ian and his people are really first rate so I have high hopes for them. Pandora was designed to sort of average out the things that you listen to and come up with things you might like, I must say that has that has never worked for me. They come up with some of the oddest stuff that has no relationship to anything I like. I gave up on Pandora, but I still use Spotify. I will audition a record, or two or three tracks from a record before I purchase it -- but I still purchase a number of records.

But the best first filters are friends, people who know your musical taste and talk to you about music. We need more of that circulating.

You've talked about how as people pay less but have more access to more music, thats a win for music.
Holzman: It's a win for everybody. It depends upon how you look at it. If you look at it from the vantage point of 1999-2000 when Napster was launched, it's a disaster. If you look at it and say I am a record label, it's not so hot either. Look at it and say: My role has changed, the role of this company has changed, and we are now a music rights management entity. We will manage our assets, and we will restructure our company so as to do that as efficiently as we can. Take honey. Pour some honey out on a flat surface and it's a definable glob, but add heat to it, see how it spreads. That's what's happening. I don't know what the numbers are going to be, but need to you spread it wider, you spread it thinner. The scalability and width is the important thing here, how big can you spread it, that's what counts because the catalog becomes more valuable. How you call people's attention to the catalog is another matter.

You've also talked about opportunities missed during the Napster era, when it was such a fractious time. What other opportunities music industry taking of advantage of or missing?
Holzman: It's not an industry. It's really not an industry and they've been fooling themselves for years. Napster was a wonderful opportunity to build a viable singles market over time because the loading speeds at that time were embryonic. Put aside the business proposition Napster offered the labels, instead of saying no to that, somebody should have said -- and I would have I think if I had been working with Warner at that time -- there is something in here. Look at what we've got, people can trade singles back and forth, we can monetize that modestly, it all goes through a central server so we can account for it. Had a couple of record companies made overtures to it and seen how the service could be worked, that was an opportunity.

The Doors app

(Credit: Screenshot by Joan E. Solsman/CNET)

I don't know how much further you can ephemeralize beyond streaming except maybe a yearly implant some place in your body that has all the collected music and is the size of a pinkie nail. I think streaming, you may find different uses for large companies or new companies. I don't understand, for instance, why a label like Alligator hasn't picked up on streaming just blues music for the blues fans. The people of Alligator are very smart, I just don't know, but that would make sense to me, that's where labels and label name has value today: if they're particularly good on genre music. I think that that's probably an opportunity in streaming, but again if the streaming services are going to do this they're going to have to get the right people there to help them do it. And I think being able to do genre music intelligently probably will bring more people, more quickly to new music than in a general service.

So you would advocate that streaming music services...
Holzman: Tailor themselves for what the audiences are out there. If you're not a 42 Long, don't' send a jacket that's 42 Long. You can tailor it, and that doesn't mean people can't jump across these things. If I were doing a streaming service, I would tailor the material. I'd have a general thing and then I would have maybe different programs done by very good people on a monthly basis. Now there is some of that beginning to happen, but I would like to see more of it, especially since, for people to come, they find an entry point, I found an entry in folk music, it led to electric blues, it led to world music, it led to rock and roll. All of these paths end up leading you to a larger musical feast.

This touches on the ongoing discussion about man versus machine. How valuable is data, raw data, on a large scale about how people are listening to music and where does that value just falls short.
Holzman: They tried to formulize it. There was a company in Scandinavia that tried to formulize it, and they had these charts and graphs and emotional peaks and stuff. "If you build a song this way, it'll be a hit." Music that works touches people generally in ways that are unexpected, they hear something and they go wow. The wow factor is wonderful, the sheer joy that you can take a limited number of notes, and you hear songs that you never would have dreamed could have been written before. A piece of music may affect you more rapidly than any other entertainment, or informational form. Music is like a carom shot in pool, you know, where you go banking off the side of the table to hit another ball, that's how music works. That's how it works with me anyway. There are those that you hear where you don't want them to stop, you're in an emotional bubble with the song, or with that piece of music, and those are incredibly moving experiences. And I think have a great deal to do with what makes us human.

"All of the technology is a means to an end. We are the end. And we just have to pay attention.."
--Jac Holzman

What is music if you look at it in the context of this day and age, of being such a technologically embarked upon process -- I mean it's always been that way, you've always needed technology to hear music and to make music, but today it's more wires and batteries than it has been in the past.
Holzman: That's just a means to an end. All of the technology is a means to an end. We are the end. And we just have to pay attention. And surrender to it, let it take over, you don't have to be on top of everything all the time. Music is best when you surrender to it, especially when you find something great. If you find crap, turn it off, but if there is something that intrigues you, give it another listen. Some people come to music from the lyrics, some people come from the melody or the arrangement or how it was recorded, but the more you listen, the more you appreciate, so listen to lots and lots of music, even if you're only paying half attention. Something will seep into your system that you can use. And sometimes music can get you out of a really bad spot.

But that's another conversation.

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Sunday, February 9, 2014

CEO: Rdio's problem? Not enough people use Rdio (Q&A)

If you build it, they will come? Rdio's new Chief Executive Anthony Bay believes so.

Rdio, one of a myriad of streaming music services, launched four years ago by the billionaire founders of Skype and Kazaa. It's a subscription service with a catalog of millions of songs available on demand, and gets widespread kudos for its design and offline listening. But it has remained a relatively small player while Pandora grew into a colossus and Spotify jumped the pond to quickly outstrip Rdio in scope.

Bay has plans that prep Rdio for a future as a much bigger star. The question some outsiders ask is whether the company will last long enough to get there.

Rdio's recent past has been rocky. It made a short-lived play at becoming a more complete entertainment hub, launching pay-to-play video service Vdio last year, only to shut down the video arm eight months later. It trimmed staff late last year to save money. It raised $17.5 million in 2011 but hasn't disclosed any new funding since then. The company sold a stake to Cumulus Media, a terrestrial radio broadcaster, in September -- that brought Rdio on-air marketing on Cumulus stations and an ad-sales force that allows Rdio to finally offer a free ad-supported option. But the deal didn't bring in any cash.

Bay, who most recently was Amazon's global head of digital video, discussed Rdio's future with CNET in his first extensive interview since taking the company's helm. The following is an edited Q&A.

Q: Something I thought was funny and very telling about the Amazon culture, I was looking through your LinkedIn page and all your other resume points have lots of bullets and explanations. And then the Amazon section is simply "Amazon. This was my title." And then nothing.
Bay: I think I said "global head of digital video." And that was a lot, that's actually a lot.

Give me a sense of how your past experience makes sense for Rdio. What are you bringing to Rdio that makes sense for Rdio's future?
Bay: I have no comment.

This is going to be a very difficult Q&A then.
Bay: No, I have more freedom to say things now. I have worked for very big successful tech companies and I have worked for smaller companies. I worked for Apple first and then I worked for Microsoft, then some smaller companies, than I worked for Amazon, and each of those companies has a very distinct and quite successful culture, no matter what you might think about Microsoft. So there's the understanding of the importance of culture as companies get big and successful, number one.

Rdio CEO Anthony Bay

(Credit: Rdio)

Number two, I've been doing digital media since early 1996, when people were excited you could actually get something to stream. I understand the technology pretty well, I also have seen many many iterations of different business models -- a lot of things worked and haven't worked, and I have had a chance to be part of that. I have that history, for better, for worse.

And then Amazon is probably one of the most remarkable companies in the world. It always puts the customer first, and really means that. A lot of times companies talk about that stuff and it's just not real. At Amazon, it's embedded in the core of everything. You focus on doing a few key things that matter, relentlessly, relentlessly focusing on getting better for the customer. That, for me, that's really helpful, it has become my thing.

If you read the reviews and you talk to customers, people who use Rdio love Rdio. The biggest problem is not enough people use Rdio. The exciting thing for me is its very strong base culture, it was founded by some people with a very long-term view who have been very successful. Focus on simple, elegant, and effective design until you have a great product in an industry that's growing incredibly. You have all the factors that make it a pretty exciting place and, I think for me personally, a good fit.

You've talked about how important innovative value is. What about Rdio offers that innovative value? What about as you lead it forward?
Bay: One of the reason I chose to come here was Rdio's elegant and efficient design. If you sniff around, which I of course did before I came here, there are a lot of people who are really passionate about Rdio. Not, frankly, because of the company itself, they're passionate because of how Rdio enables them to have music in their life. Remember the founders of Rdio were the founders of Skype. If you were ever a user of Skype, Skype was really easy, elegant, simple -- and at the time Google, Microsoft, Yahoo, Cisco, and about 15 other people all had voice over IP applications. Why would anybody ever use Skype? Well, because it just worked well. That's the heritage of this company, the heritage is really really customer-focused design.

Beautiful design, if you say it's in your heritage, it's something that has been around for Rdio since the beginning. Rdio has been around for a while, it's still very small.
Bay: Yes, I agree.

How is that going to change?
Bay: Let's have this conversation again in a year. I've been here two months: A, I'm not in a position to tell you because it wouldn't be appropriate in a public forum. And B, there's a lot of things still to figure out. In terms of what we will do to continue to make Rdio unique for customers, stay tuned. As far as Rdio being smaller, that's frankly why I'm here. I know how to build larger businesses, I understand certain things about scale, and that's why this was a good fit for me. And if you ask the people who own the company, I think that's why I think they felt I was a good fit for them.

What about your user base? Can you tell me how many users you have? The outside numbers, at least in the US, look kind of anemic.
Bay: Anemic! You cut, you hurt.

I'm sorry, I mean, you said yourself you don't have enough. How many do you have?
Bay: I said we're not as big as we'd like to be, and you make us sound ill. Look, we don't disclose numbers, but I'd say we've done a very good job at attracting lots of people. The problem is we didn't have a free version that could keep people around and offer one audience -- one very large audience -- a way to have a relationship with us everyday. They had to decide to spend 10 bucks or leave. As a result of that, our numbers aren't as big as we'd like them to be.

Rdio had some layoffs before you got there. Is that a step you're going to have to take, more layoffs? Are you going to be adding people?
Bay: It's impossible to say what the company looks like down the road, but if I thought we were going to be laying off a bunch of people, I probably wouldn't be here. It's always a very tough thing when you have to do that, because it's people's lives. But the company is on a more stable footing as a result. That's the balance that as owners they had to make.

Read: Spotify, Rdio, Beats Music, and more: How to get started with subscription music services

When your position was announced, global reach came up as an important element of what you're going to be doing. What do you see when you have a globe in front of you and you're thinking about Rdio's future?
Bay: In hindsight, one of the things that Rdio didn't do, when you compare it to Spotify or Pandora, both of which are larger, is Rdio had only a subscription option, it had no freemium option. If you look at what's worked for Spotify and what's worked for Hulu, and what's worked for a lot of gaming companies in particular, it's a freemium model. We didn't have that before, and we really only launched it a few months ago. So one of the reasons we're a lot smaller is for the same reason that the other subscription-only services are a lot smaller.

We are working with different types of partners, a particular one that is pretty unique to us is terrestrial radio -- Cumulus in this country, and we are evaluating those in multiple territories. With Cumulus you have a company that knows a lot about the radio business, and knows a lot of about the free ad-supported business. They spend all day working to sell ads, so we don't have to hire hundreds of people and we don't have to do that in every country. You need to have a very lean cost structure because these businesses over time tend to be very aggressive on the economics.

The licensing element, it's a burden to have to deal with, it's a big cost.
Bay: It's a privilege.

It's a privilege?
Bay: Absolutely.

That's not how I think about my taxes.
Bay: Your taxes? No, your taxes are very different. We are in the business of taking other people's music that we didn't own and making it available to the world. So it is a privilege, seriously, to be able to have the right to do that. It is not an obligation of the music companies to give their music away. Those things belong to artists and composers and musician. Yes, we have to pay them for that, but you know, you have to find a fair exchange. Ultimately I think we do.

To be able to enjoy that privilege, you have to pay a lot of money. I'm interested in how you have a lean cost structure, where is the leanness coming from?
Bay: It's everything other than licensing. Licensing is what it is. The good news is that the way the law works pretty much around the world, pricing on a licensing and royalty basis is the same regardless of the size of the company. You know Wal-Mart can get a better price on shoes than you and I could if we started our shoe store. Wal-Mart cannot get a better price on music, and so the economies of scale that you get in a lot of physical business don't apply. So it's a level playing field.

Let's talk about where Rdio fits in. This is such a burgeoning industry, there is so much growth -- but there's also so much competition. Pandora has the big audience, Spotify has a lot more users, and Beats Music just launched with this big marketing machine. And then there's Apple and Google, giants. Can Rdio survive in that kind of environment?
Bay: Sure. And thrive. I'm going to give you a very Amazonian answer to that, which is: In the final analysis, it's up for the customer to decide. It's true. To use another Jeff Bezos [saying], it's still day one. He says that about the Internet, and he's still probably right. It's very hard to look forward, other than to remember the things that make music the opportunity that it is.

Music playback and experience has shifted in a very short time to your phone, primarily. You have a billion and a half smartphones in the world, approximately, and you have at least half of them with mobile data plans. There are at least 600 to 700 million people right now who could be listening to digital music, and the market will not quite double this year. It's hard to imagine, that's like 3 million phones a day, most of those in developing countries and most of those with data plans.

You have the center of gravity of music moving to apps, you have Bluetooth and WiFi-enabled devices that are built to play music or include music as a key features. You have this whole world that's evolved of stuff that's just waiting for a great music experience. So in the "where we are," I'm incredibly bullish about the opportunity. That's the starting place: the huge opportunity. And then it gets down to how do you build something that people like.

I don't think anybody doubts the opportunity, I think what people are skeptical about is the idea that there can be more than one or two that everybody uses.
Bay: How many cable channels do you watch?

That's the problem, cable channels can differentiate themselves. It's not a commoditized thing, music is -- 15 million song, 20 million songs, it's not like your song catalog is incredibly different. It's not like you have "Mad Men," and Spotify doesn't.
Bay: I'm going to continue to go back to -- look from the future backwards. If you and I were having were having a discussion about Netflix six years ago, what about Netflix's catalog that was in any way differentiated?

Differentiated? Well, nothing.
Bay: Nothing. Netflix had a completely nonexclusive content business model in 2007.

Does that mean Rdio's going to be making music? Signing artists? Netflix eventually went the route of original programming.
Bay: No, all I'm trying to say is that the question is: How do you have to continue to innovate on behalf of your customers to build a compelling value proposition? Netflix started out as a disc business, there are a lot of people who use Netflix who don't even know it had a disc business. If Netflix didn't continue to reinvent itself, Netflix wouldn't be where it is today. And it's not a zero sum game. Netflix costs $8 a month, we cost $10 a month. How much do you pay for your phone every month? How much do you pay for television every month? People prioritize that.

So there's no predictor that we will be ultimately successful, it's up to us, but -- Christ, smartphones didn't exist seven years ago. The tablet category didn't exist four years ago. I mean, really, four years ago. People have dogs that have been around for way longer. You look at the magnitude of change. I don't know what the music business will look like, but I do know that people will have smartphones, people will be listening to music, people do it globally, and the opportunity do great things continues to evolve.

"The tablet category didn't exist four years ago. I mean, really, four years ago. People have dogs that have been around for way longer."
--Anthony Bay, Rdio chief executive

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Saturday, February 8, 2014

Missed connections: Limbo in high tech's culture clash

Benito Santiago, a San Francisco resident

Benito Santiago, a San Francisco resident, is getting evicted from his home. Many attribute the rise of Ellis Act evictions to the influx of highly paid tech employees.

(Credit: James Martin/CNET)

On a recent Friday afternoon, Tammy Vaitai stood at a dais at the Bayview Shipyard in San Francisco. Unless you've walked into the youth-run Old Skool Cafe in that neighborhood, where she's the general manager, you probably don't recognize her name. But that afternoon, Vaitai was addressing a group of dignitaries that included some of the city's heaviest hitters: Mayor Ed Lee, Police Chief Greg Suhr, and prolific angel investor Ron Conway.

"Whether you are the hardworking engineer at Google, the busboy at Limon Rotisserie, a police officer in the Tenderloin, or simply a loyal fan of the best team in the NFL, the San Francisco 49ers, every moment is an opportunity to either pave the way, or shut the door for the person behind you," said Vaitai, as the audience roared. (It helps to mention the home team.)

Vaitai was introducing the mayor for his annual state of the city address. It was the type of civic event normally covered only by local press, but this speech had wide-reaching implications. While Lee was addressing some particular issues for the city itself (he unveiled an ambitious plan to speed the development of housing), the real intent of the address was clear: play peacemaker between the tech industry and the nontech community -- two groups that exist far beyond the less-than-50-square-mile bounds of San Francisco.

An angry debate has grabbed headlines as an influx of highly compensated workers -- many in high-tech jobs -- is being blamed for pushing up the cost of living for San Francisco residents increasingly fearful of being displaced by the wealthier newcomers. For example, the average monthly rent for a two-bedroom, one-bath rental unit in San Francisco is a jaw-dropping $3,135, and that's up almost 39 percent since 2009, according to Real Facts, an apartment data firm. Animosity against the tech industry has skyrocketed, often taking the shape of protests condemning the shuttles that ferry employees of Google, Facebook, and other tech companies from their homes in the city to corporate campuses in Silicon Valley. Demonstrators have even taken to harassing individuals, as one prominent Google engineer experienced when an activist group protested at his house.

Similar scenarios have played out in other communities around the nation where gentrification has changed old neighborhoods. But it is San Francisco, with its proximity to Silicon Valley, where the culture clash has put the technology industry on the defensive in very public fashion.

Too often, in frustration, some people turn to easy targets -- a commuter shuttle bus or a company's IPO, or even, toast."
--San Francisco Mayor Ed Lee

So lately, the term "state of the city" seems less like the title of a yearly address and more like an existential question. With her presence at the speech, Vaitai symbolically accepted the proverbial olive branch, but Lee was the one to do the heavy lifting in the mediation. "Incredibly, it's become fashionable for some people lately to dismiss the significance of our broad-based recovery," Lee told the crowd. "They speak of it, remarkably, only in terms of the negative, perhaps the first time in history that the creation of too many good jobs has been criticized."

Zeroing in on the housing crisis, Lee continued. "Too often, in frustration, some people turn to easy targets instead -- a commuter shuttle bus, or a company's IPO, or even toast," he said, referring to a $4 menu item at one of the city's rapidly multiplying gourmet latte-houses.

In this story, technology itself is neither villain nor hero. The issues here are not the worthiness of a culture built up around smartphones, Facebook posts, and the data-driven cloud services on which we all increasingly rely. Rather, this is a coming-of-age tale of the post dotcom boom, bust, and rebirth, a time of tension amid change. There have already been many smart things posited about how to solve the problems. Here, we give you a snapshot of San Francisco in limbo.

Hitting home: Evictions


When I first spoke to Benito Santiago, his upbeat, hepcat voice rang out from the other end of a crackling phone line. He asked me to hold while he switched receivers. "Sorry, it's an old phone. Sometimes the cord comes out," he said.

Santiago is a 63-year-old San Francisco resident getting evicted from his home by way of the Ellis Act, a piece of California legislation that allows landlords to get rid of tenants if they choose to get out of the rental market altogether. Many say the uptick in Ellis Act evictions -- they've doubled to 116 in the past year -- stems from the rapid rise of property values, in part thanks to the rich young residents moving in. (At Google bus protests, a favorite chant is, "Stop evictions!")

Twitter headquarters

Twitter: A symbol of the times, at home in the heart of San Francisco.

(Credit: James Martin/CNET)

Santiago makes his living working with special-needs children at a local school, and on the side he volunteers as a ballroom-dancing teacher at San Francisco City College. Maybe it's appropriate that he shares a name with a local sports favorite, one who crouched behind home plate when the San Francisco Giants made a World Series run in 2002. ("I didn't know who he was," said Santiago. "People would tell me, 'Hey, nice hit.' When you work with kids, you're not supposed to hit!")

When Santiago got the notice of eviction in December, he immediately started giving away his belongings. The letter gave him a month to get out, then the grace period was extended to 120 days from when he got the first notice. So his extra clothes and furniture went to family, friends, and Goodwill. His record collection went next. Motown, merengue, foxtrot albums left his shelves. Then the shelves came down too.

"Ellis Act evictions are only one piece of the housing crisis gripping San Francisco," said city supervisor Jane Kim. Indeed, over the past decade, there have been years with higher Ellis Act rates, but the recent rise in that type of eviction, coupled with the fact that San Francisco rents have reached nosebleed levels -- triple the national average -- paints a bleak picture for the city's tenants. Kim mentions she's working on increasing relocation fees given to evictees. Right now they're $5,000.

The technology industry's presence in San Francisco is inescapable. In recent years, it's become en vogue for technology companies, like Dropbox and Twitter, to set up shop in the city, instead of some 40 miles down the highway in Silicon Valley. And unlike the companies of the dotcom bust, these firms are mature, which -- as much as the hip, counterculture-embracing tech scene would hate to admit -- brings with it the standard corporate culture. And great wealth: Twitter's initial public offering last November, for instance, created 1,600 millionaires, according to research firm PrivCo.

In the dustup between tech and nontech, Santiago falls squarely on one side. He's played his congas and drums at anti-Google and anti-Twitter rallies, complaining that those companies are pushing out "starving artists" like himself. Still, he acknowledges the benefits accrued to society in general from the tech sector. He first got his hands on a computer because he needed to take courses to renew his early childhood education certificate. When City College wouldn't accept a handwritten application, he bought a PC. Now he even has a Facebook page.

There are numerous other well-covered examples of people acting out toward the tech industry, case in point being the throngs of people blocking tech shuttle buses. And then sometimes it gets more personal. Last month, for instance, Google X engineering manager Anthony Levandowski, who was recently profiled in The New Yorker for his work with driverless cars, was the target of a protest at his home in Berkeley. An activist group banged on his door, hung fliers in his neighborhood detailing its grievances, and held a banner in front of his house that said: "Google's Future Stops Here."

And it's not just the Bay Area. Also last month, angry taxi drivers in Paris slashed the tires and smashed in the window of a car representing Uber, the often controversial ride-hailing service that's emblematic of the latest breed of Silicon Valley startups disrupting old industries. The shattered glass cut the hands of the car's passengers, Eventbite CTO Renaud Visage and the co-founder of startup Five by Five, Kat Borlongan.

But what fails to be captured in much of the daily media coverage of those events (including my own), is the thread of uncertainty that runs through each of these stories -- for the tech workers wondering when the demonstrations will end, the displaced residents wondering where they will go next.

At this rate, Santiago needs to be out of his one-bedroom, rent-controlled apartment by March. But he's fighting for a yearlong extension because he is a senior citizen (he says that status kicks in at age 62). For now, he doesn't know when he'll have to vacate, but nevertheless, he's preparing for what he thinks is the inevitable.

"I still have to leave," said Santiago. "And I'm still giving things away, so I can travel light. I just want to leave on my own terms. I don't want to get booted out."

At a standstill: Google buses


At the center of the controversy are the so-called Google buses, though the search giant's name is just a stand-in for all the tech companies that hire private coaches to transport workers to and from the peninsula and Silicon Valley. Apple, Facebook, Cisco, Genetech, and many more firms all use shuttles. At rallies, angry protestors have blocked the buses as they try to depart, sometimes holding a banner and wooden casket in front of the bus with the words "Affordable Housing" scrawled across it in red. One protest turned violent, resulting in a broken bus window.

Another source of irritation for critics: The buses haven't paid a cent to use transit stops designated for Muni, San Francisco's tax-funded public transit system. Last month, the city approved a pilot program that would allow the shuttles to load and unload passengers at 200 Muni stops around the city for a fee of $1 per stop -- which would earn the city $1.5 million, a sum that would recover only the costs of operating the program. The San Francisco Municipal Transit Agency cites Proposition 218 as the reason for implementing such a low fee, claiming it can't charge more than cost recovery without putting the issue to vote on a citywide ballot. Before the program, the bus providers had a "handshake deal" with the SFMTA, Gary Bauer, CEO of the shuttle company Bauer's Intelligent Transportation, told CNET.

Google declined to comment on the bus protests.

A few weeks ago, I sought to board a bus to see for myself what the commotion was about. It's easy to see the allure: Instead of cramming onto public transit at rush hour, you sit in a leather seat enjoying a Wi-Fi connection for the commute home. And that commute is significantly shorter. The average travel time from almost any shuttle stop in the city to Google's campus in Mountain View, Calif., is an hour and 10 minutes. On public transit, it's over an hour and a half, according to a recent transportation study by researchers Danielle Dai and David Weinzimmer at the University of California at Berkeley. Not to mention the ride is free.

So I waited at a pickup spot for one to show up: a mammoth, black, 56-seat shuttle with the word "Bauer's" plastered along the side and a shiny Mercedes emblem on the back.

The driver, dressed in a black suit and tie, let me on the empty bus. As expected, it was quite appealing: wide, plush seats, carpeted walkway, wood floors at the doorway, electrical sockets, tray tables, and TV monitors overhead. But my luck would end there. Asked if I could tag along on his route, the driver -- who preferred to remain anonymous -- politely declined.

"Bauer's could have spies on here."

"Is that something you're realistically worried about?" I asked.

"You never know."

Perhaps the driver is being paranoid. (For the record, the company denies any such use of spies.) But his uneasiness does underscore just how heightened the tension has become around the shuttles.

Former bus driver Rick Fuchs described the animosity in BuzzFeed in July:

"Pedestrians and motorcycles and cyclists are all sort of trying to, in my mind, kind of sabotage me. It is important that I keep level headed and keep the task at hand. 'You have a couple minutes to blow, so don't worry about that bicyclist that just hit the mirror.' Because that happens a lot.

"I will be sitting at a stop sign or a red light and a bike will come and they will hit my mirror on purpose, or accidentally bash their head on it. In which case it puts me out of service. Because my bus is so long, those are my eyes. I literally almost can't even move. One of our road supervisors has to come out, because you have to be sitting in the seat and have someone else adjust it."

In order to understand the kind of pressure the situation between tech and nontech has put on both sides, it's important to first acknowledge that there is indeed a disparity. According to the Berkeley transportation study, over 67 percent of tech shuttle riders make more than $100,000 a year. The study -- which surveyed a fairly small sample size of just 130 riders -- also shows that the average shuttle commuter is a 31-year-old male. The SFMTA took information from the study into account when it came up with the pilot plan.

Those figures, when compared with recent statistics about San Francisco's middle class compiled by the San Francisco Examiner, show how wide the income disparity is. According to the newspaper, the median household income in San Francisco -- which can comprise the joint earnings of a person and his or her spouse -- was $73,000 in 2012 (and that's $20,000 more than the median household income in the broader United States).

The interior of a tech shuttle bus. (The windows on the bus have been deliberately washed out so as not to reveal the driver's route.)

(Credit: Richard Nieva/CNET)
Another one of the sources of ire for protestors in San Francisco is the idea that the young techies moving into the city are transient in ways that extend well past just riding on a bus.

"They are perceived as interlopers who don't have a commitment to the community," said Margaret Weir, a UC Berkeley professor, who teaches public policy.

The transportation study would, in part, reinforce the image that the tech employees aren't interested in putting down roots in San Francisco: 85 percent rent their home and only 3 percent have children, and most cited the quality of a school district as a factor least important to them. But to be fair, owning property in San Francisco is something that's open only to exclusive ranks, no matter who you are. And a childless 30-something could be forgiven for not putting school districts at the top of his list of priorities.

Supporters of the bus program warn that people shouldn't conflate the tech buses with a larger animosity for the companies that use their services. (After all, who can find fault with fewer cars being on the road?) Right after San Francisco's pilot program was approved, Michael Watson, Bauer's vice president of sales, told me at city hall that the company was sympathetic to the people facing gentrification problems like housing issues. "But I don't know what tech buses have to do with it," he said.

The future: Common ground?


But for all the derision that the debate over the Google buses has caused, one byproduct has been the light it has shed on the city's housing crisis. In his state of the city speech, Mayor Lee unveiled a plan that calls for the building or rehabilitation of 5,000 homes a year over the next six years. By comparison, in 2011, only 348 housing units were completed, according to the San Francisco Chronicle. The mayor also called for reform of the Ellis Act.

With the economy booming, is all of this just unavoidable collateral damage?

"No, I don't think it's inevitable," said Enrico Moretti, an economics professor at UC Berkeley who has been looking at the relationship between the tech and nontech worlds for over a decade. He points primarily to the housing infrastructure problem, which was a mess way before the techies moved in. "I think a lot people think the growth in tech has benefited only those in tech," he said. According to his research, every tech job in the Bay Area is responsible for five nontech jobs, in areas from architecture to restaurant service to real estate.

I still have to leave...I just want to leave on my own terms."
--Benito Santiago, San Francisco resident

Still, there are some tech figures who certainly aren't helping the situation. Tom Perkins, co-founder of the venerable Silicon Valley venture capital firm Kleiner Perkins Caufield Byers, compared criticizing the rich to the anti-Semitism that led to attacks on the Jewish population in Nazi Germany. And startup founder Peter Shih notoriously wrote a blog post complaining about everything from San Francisco's homeless people to its weather to "girls who are obviously 4's who behave like they are 9's," prompting people to post fliers in downtown San Francisco demanding that he skip town.

San Francisco Mayor Ed Lee and investor Ron Conway

(Credit: Steve Jennings/Getty)

But as much as those folks make headlines for their tone-deafness, there are prominent techies who say they are willing to work to help nontech folks. "The tech community is committed to working with the mayor about how we can continue San Francisco's economic success for the benefit of everyone," Conway, who declined to be interviewed, told CNET in an e-mail. "We're all in this together and we're looking forward to addressing our common challenges, particularly housing, the cost of living, and education." Conway also founded sf.citi, an organization that seeks to propel the tech industry toward civic action.

And there is at least some effort in trying to procure goodwill from tech companies. Twitter, which receives a major tax break for having its headquarters in San Francisco's rundown Mid-Market neighborhood, holds "Days for Good," in which its employees volunteer in the area, as part of a community benefits agreement the company has with the city. Twitter did not respond to requests for comment for this article. Google says it has similar programs. "Google strives to be a good neighbor in the communities where we work and live," a spokesperson said in a statement. According to that spokesperson, Google employees volunteered 2,000 hours of community service last year and the company donated $20 million to Bay Area nonprofits.

Indeed, the opposite of waiting in limbo is working toward change. And there has already been much of that, from both sides of the divide. But to chalk it up to just putting in more work would be to undermine the complexity of the situation. For some, like Santiago, waiting is the only choice.

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