[odeo=http://http://odeo.com/audio/19206403/view]

On DOCSIS 3.0 speeds:
“Our customer J:COM in Japan on April 25^th just launched a 160-megabit service.”

On DOCSIS 3.0 in the US:
“My expectation is that by the end of 2008, the top major operators [in the US]... will be in some form of deployment stage for channel bonding in most parts of their network.”

On the need for both greater overall upstream capacity and peak upstream bandwidth capacity
“The reality is that when operators really want to begin to deploy full-scale, widely-available, production-ready upstream channel bonding they’re going to need two things: they’re going to need to increase the capacity of the number of upstreams for fiber node or neighborhood, and then number two, they’re naturally going to need the DOCSIS 3.0 upstream channel bonding solution.

So in Motorola’s case, we’re working on the upstream portion of our decoupled I-CMTS solution called the RX32 that will provide 32 upstream channels per single card as well as upstream channel bonding, and it’s the two of these that we believe will give the operator the optimum mix of increased average capacity as well as increased peak bandwidth for channel bonding.”

On making more downstream channels available for DOCSIS delivery, and specifically video on the Web:
“There’s a few operators that have implemented a one gigahertz extension beyond the typical 860 [megahertz] plant extension, and I’ve talked to many operators that are going to put DOCSIS 3.0 channels above the 860 megahertz range to get more downstream capacity. And I think there are other strategies being done by the video teams to relieve the amount of downstreams they need. And I think number one it’s analog reclamation. I think it’s switched digital [video] as another case.

But you know the other thing is, as a migration to IP video over DOCSIS happens… and as analog reclamation kicks in for various reasons, I think you’re going to see the video teams free up channels that will be provided to the DOCSIS teams or data teams that they will use for greater high-speed data, voice and IP video solutions, and especially when we talk about IP video in the future, you’re going to need a high number of DOCSIS channels to transport… many video channels to subscribers as that migration from an MPEG-based video to an IPTV-based video solution occurs.”

Pues si. Así ha sido la historia mexicana.

El teléfono, el gas natural, los bancos, la televisón...

Gracias a mi amigo HH por enviarmela. :)

The parody is well done, with high production values, although I doubt anyone could mistake the four-page
parody for the actual newspaper being spoofed. The parody focuses on the alleged pro-Israel bias of the Sun and the Asper family (owners of CanWest). While the suit documentation from CanWest discusses at length Briemberg's “anti-Israeli and pro-Palestinian media activities,” the part of the suit that has actual potential legal grounds is trademark infringement. You see, the parody paper creators used the actual title "The Vancouver Sun" and mocked it up to look just like the real newspaper header. However, I daresay that CanWest will be hard pressed to show any actual damages done by reprinting the trademark.

What is most outrageous about this lawsuit is that it is a prime example of a "SLAPP" - a strategic lawsuit against public participation. Such suits are aimed at, well, shutting people up, to put it bluntly.

Briemberg maintains that he had no hand in the creation of the parody paper. Briemberg admits to picking up some copies at a public meeting at the public library and handing them out. Briemberg is a well-known activist who has been critical of the State of Israel and supportive of the Palestinian people. The best I can figure is that CanWest was pissed off about the parody and shot in the dark at a likely suspect who also irritated them, figuring that even if it wasn't Briemberg, at least maybe the SLAPP in the face would shut him up.

In solidarity with Briemberg and/or out of anger toward this kind of lawsuit and intimidation tactic, several individuals and outlets have been posting copies of the parody paper both in print and online. Great idea!

Here's my contribution:

Feel free to print it out and put it on your office door, post it in your neighbourhood or your own blog! Better copies of front page and a PDF of the full text (no images) are also available elsewhere.

For ideas of what else you can do/more background on Briemberg and this case, see the recent post from We Read Banned Books and the Seriously Free Speech Website. Or look at the BC Library Association resolution on the issue from the recent AGM. Seriously Free Speech is coordinating many efforts in support of Briemberg, from a Facebook group (go there for details; Facebook is too evil for me) to petition to briefing notes you can use.

Private investigator to the stars and Colombo family Mafioso, Anthony Pellicano, has been found guilty on 76 of 77 counts of illegal wiretapping, identity theft, racketeering, wire fraud and conspiracy. The farce of a case netted a few other arrests, but many offenders were let go.

The FBI and the prosecution let the famous criminals in the case off, due to Robert Mueller being enamored with stars. The married head of the FBI is after all in love with an actress.

Once again, Mueller has proven he is incapable of being just, impartial and moral in legal matters…while the nation and world watched.

Robert Mueller

The next time you stand up and give some “you need to stop breaking the law” speech to the nation or go into a foreign country and lecture them on law and order, before you open your corrupt mouth, do remember all the evidence against stars that you sat on in the Pellicano case and shut up. Bite your tongue and keep silent with the knowledge that you are the worst hypocrite in the room and people know it.

Robert Mueller

People pointed the finger at different stars and lawyers in the Pellicano case, as having illegally wiretapped them and thrown the contents of their personal phone calls back in their faces, word for word as they previously stated it.

Britney Spears

Stars are still engaging in criminal misconduct in Hollywood using other private investigators. A few months ago, it was widely reported, Britney Spears, paid a private investigator to wiretap her ex-husband, Kevin Federline and mother, Lynne, during her recent child custody battle and threw it in their faces.

In my legal case, Madonna continues to illegally pay for the wiretapping of our lines and hacking of my computers, that has been witnessed by computer specialists and family members. Through a trace, it was discovered the hacking is being done by a hacker that is a computer worker with clear ties to her. The full details of that will be posted to the site shortly.

The problem is, I've paid people to improve the security of my computers, but the hacker she has hired consistently breaks through the firewalls due to the wiretapped phone line running into the modem. He is constantly sending me harassing emails as well, from the same IP in question constantly breaking into the computers.

A specialist also checked the phone line and said the symptoms are indicative of wiretapping. It also becomes apparent that people are eavesdropping on your calls when things you've said privately in confidence to your father, mother, friends, members of government and your attorney, days later end up in press releases and interviews, verbatim as you said it over the phone previously, but attributed to the crazy pop star paying for the invasion of privacy campaign. Many of us witnessed it and are taken aback.

That whole Kabbalah cult that is represented by Bert Fields believes in invasion of privacy. The other cult he legally represents, Scientology, had members indicted and imprisoned over illegal wiretapping as well. It is a sick way of life in Hollywood.

But there’s an old saying in the Bible that goes, “God is not mocked. A man reaps what he sows.” God will have the last word.

“Tires get slashed; computers get hacked; houses get broken into,” Mr. Saunders said. “And of course, people’s phones get wiretapped” — their “most intimate conversations” carried in real time directly to the “waiting ears of Mr. Pellicano and his well-paying clients.”

http://www.nytimes.com

Pellicano Guilty in Wiretapping Case

The Hollywood private investigator, Anthony Pellicano was found guilty Thursday in federal court in Los Angeles of using wiretaps and other illegal tactics to gather information for rich and famous clients involved in divorces or legal disputes.

Mr. Pellicano, 64, was convicted of 76 of the 77 charges he faced.

After about two weeks of deliberations, the jury found Mr. Pellicano guilty of racketeering, racketeering conspiracy, wire fraud, identity theft, conspiracy to intercept or use wire communications and manufacture or possession of wiretapping device. He was acquitted of a single count of unauthorized computer access.

http://www.nytimes.com

Story found here

Setting IP MGW :
1.[root@mgw cachak]$ vi /etc/sysconfig/network
lalu isi dengan :

NETWORKING=yes
HOSTNAME=mgw.domain.com
GATEWAY=202.159.121.1

lalu simpen dengan menekan :wq

2.Menconfigurasi IP eth0(default)

[root@mgw root]$ vi /etc/sysconfig/network-scripts/ifcfg-eth0
lalu isi dengan :

DEVICE=eth0
BOOTPROTO=static
IPADDR=202.159.121.2
BROADCAST=202.159.121.7
NETMASK=255.255.255.249
ONBOOT=yes
USERCTL=no

lalu simpen dengan menekan :wq

3.Setting dns resolve

[root@mgw root]$ vi /etc/resolve.conf
lalu isi dengan nameserver dari isp kita tadi :

nameserver 202.159.0.10
nameserver 202.159.0.20

lalu simpen dengan menekan :wq

4.Setting ip_forwarding

[root@mgw cachak]$ vi /etc/sysctl.conf

rubah net.ipv4.ip_forward = 0 menjadi net.ipv4.ip_forward = 1
atau kalau gak ada net.ipv4.ip_forward = 0 tambahin net.ipv4.ip_forward = 1

simpen dengan menekan :wq

5.restart network
[root@mgw cachak]$ /etc/init.d/network restart
Shutting down interface eth0: [ OK ]
Shutting down loopback interface: [ OK ]
Disabling IPv4 packet forwarding: [ OK ]
Setting network parameters: [ OK ]
Bringing up loopback interface: [ OK ]
Bringing up interface eth0: [ OK ]

[root@www root]#chkconfig –level 2345 network on
[root@www root]#

6.testing dengan ngeping ke default gateway 202.159.121.1

[root@mgw cachak]$ ping 202.159.121.1
PING 202.159.121.1 (202.159.121.1) 56(84) bytes of data.
64 bytes from 202.159.121.1: icmp_seq=1 ttl=63 time=0.356 ms
64 bytes from 202.159.121.1: icmp_seq=2 ttl=63 time=0.269 ms
64 bytes from 202.159.121.1: icmp_seq=3 ttl=63 time=0.267 ms
64 bytes from 202.159.121.1: icmp_seq=4 ttl=63 time=0.268 ms

— 202.159.121.1 ping statistics —
4 packets transmitted, 4 received, 0% packet loss, time 2997ms
rtt min/avg/max/mdev = 0.267/0.290/0.356/0.038 ms

7.testing untuk ngeping google.com untuk ngecek dns nya
kalau muncul :
PING google.com (216.239.39.99) 56(84) bytes of data.
berarti dns kita untuk mgw dah bekerja, tapi kalau muncul :
ping: unknown host google.com
berarti dns yang kita isikan di /etc/resolve.conf masih salah,silahkan cek lagi ke ISP nya :)

nah bereskan sudah setting IP untuk mgw nya :)
supaya mgw ini bisa sekaligus di gunakan sebagai ns server oleh client maka harus di install daemon bind atau daemon nameserver yang lain
ataukalau sudah ada tinggal idupin Bind nya

[root@www root]# /etc/init.d/named restart
Stopping named: [ OK ]
Starting named: [ OK ]
[root@www root]#chkconfig –level 2345 named on
[root@www root]#

misalnya ip ke client adalah :
192.168.0.1/24
IP : 192.168.0.1
netmask : 255.255.255.0
broadcast : 192.168.0.255
RANGE IP CLIENT : 192.168.0.2-192.168.0.254

Setting ip untuk eth1 (yang ke client)
1.memberi IP 192.168.0.1 di eth1
[root@mgw cachak]$ vi /etc/sysconfig/network-scripts/ifcfg-eth1
lalu isi dengan :

DEVICE=eth1
BOOTPROTO=static
IPADDR=192.168.0.1
NETMASK=255.255.255.0
BROADCAST=192.168.0.255
ONBOOT=yes
USERCTL=no

lalu simpen dengan menekan :wq

2.Restart networknya

[root@mgw root]$ /etc/init.d/network restart
Shutting down interface eth0: [ OK ]
Shutting down interface eth1: [ OK ]
Shutting down loopback interface: [ OK ]
Disabling IPv4 packet forwarding: [ OK ]
Setting network parameters: [ OK ]
Bringing up loopback interface: [ OK ]
Bringing up interface eth0: [ OK ]
Bringing up interface eth1: [ OK ]

3.Testing dengan cara ping ip eth1
[root@mgw cachak]$ ping 192.168.0.1
PING 192.168.0.1 (192.168.0.1) 56(84) bytes of data.
64 bytes from 192.168.0.1: icmp_seq=1 ttl=63 time=0.356 ms
64 bytes from 192.168.0.1: icmp_seq=2 ttl=63 time=0.269 ms
64 bytes from 192.168.0.1: icmp_seq=3 ttl=63 time=0.267 ms
64 bytes from 192.168.0.1: icmp_seq=4 ttl=63 time=0.268 ms

— 192.168.0.1 ping statistics —
4 packets transmitted, 4 received, 0% packet loss, time 2997ms
rtt min/avg/max/mdev = 0.267/0.290/0.356/0.038 ms

Tinggal Setting IP computer client dengan ketentuan di bawah ini :

IP : 192.168.0.2 - 192.168.0.254
GATEWAY : 192.168.0.1
NETMASK : 255.255.255.0
BROADCAST : 192.168.0.255
NAMESERVER : 192.168.0.1

misal :

Client01
===============================
IP : 192.168.0.2
GATEWAY : 192.168.0.1
NETMASK : 255.255.255.0
BROADCAST : 192.168.0.255
NAMESERVER : 192.168.0.1

Client02
===============================
IP : 192.168.0.3
GATEWAY : 192.168.0.1
NETMASK : 255.255.255.0
BROADCAST : 192.168.0.255
NAMESERVER : 192.168.0.1

dan seterusnya sesuai banyaknya client,yang berubah hanya IP
untuk client windows maka setting IP di bagian Start Menu/Setting/Control Panel/Network

setelah di setting ip client, maka coba ping ke 192.168.0.1 dari client,kalau berhasil berarti client dan MGW nya sudah tersambung.

Setting MGW supaya client bisa internat dengan menggunakan NAT

1.Matikan iptablesnya

[root@mgw root]# /etc/init.d/iptables stop
Flushing all chains: [ OK ]
Removing user defined chains: [ OK ]
Resetting built-in chains to the default ACCEPT policy: [ OK ]
[root@mgw root]#

2.Tambahkan iptables untuk Source NAt sesuai dengan ip di eth0
[root@mgw root]# /sbin/iptables -t nat -A POSTROUTING -o eth0 -s 192.168.0.0/24 -j SNAT –to-source 202.159.121.2
[root@mgw root]# /sbin/iptables-save > /etc/sysconfig/iptables
[root@mgw root]# /etc/init.d/iptables restart
Flushing all current rules and user defined chains: [ OK ]
Clearing all current rules and user defined chains: [ OK ]
Applying iptables firewall rules: [ OK ]
[root@mgw root]# iptables-save

SNAT sudah,SNAT disini standar sekali dan gak ada proteksi
untuk mengetest nya kita browser di client lalau buka google.com, kalau jalan berati kita sudah berhasil :)

nice article …

tambahan ajah nih,
biasanya kesulitannya bukan masalah routingnya .. umumnya deteksi jenis kartu jaringan yang dipergunakan, misal pcmcia dan access point (ap) untuk pengguna wireless (kadang2 apnya perlu direstart setiap perubahan alat atau seting card baru … ^_^).
terus .. untuk mempergunakan squid sebagai proxy local, kesulitannya pada setting msntauth pada direktori /etc/squid
dan jangan dilupakan juga untuk setting transparant proxynya.
jika ada kendala response ping juga, ada baiknya pada /etc/sysctl.conf ditambahin net.ipv4.conf.icmp_echo_ignore_all = 0 dan icmp_echo_ignore_broadcasts = 0

I realize that there are also a lot of other troubles with certain accounts working. Once I can rebuild my script to test, I can figure out which ones are experiencing trouble, and rectify them. The IP address is different, and many of the old scripts I was using are not built with multiple nodes in mind, so until they are modified I'm stuck with the primitive and laggy WHM interface. (Does it really have to load a list of all 1000 accounts just so I can modify ONE?)

So, we have:

• Accounts not working
• Scripts to fix this in need of modification
• Deletion requests piling up without any page to handle them
• Hundreds uninformed the site is back online
• No easy way to make account modifications
• Major inactivity at all levels
• cPanel on IsMyWebsite.com not working at all
• No explanation of current troubles
• New accounts piling up
• Nothing to spend credits on except advertising
• Little motivation to place proper advertising
• But other than this, everything is FINE!

So, as far as a plan for fixing this.

1. Broadcast a PM to explain all damages. Reconstruct the control panel and create all functionality necessary to handle future tasks. (4 days)
2. Use created scripts to assess and repair the situation universally. Email notification to all Advisors to announce this, which they should pass on to their clients. (4 days)
3. Upgrade the interface to include a delete account page. Recreate the script to provide a solution to just about all client-related problems, and improve relations through email. (4 days)
4. Upload e-books and other sales items onto reliable password-protected storage facility. Each will have a different password, and that is how items can be downloaded by purchasers. (4 days)

Any suggestions or further questions about this plan?

•  Follow the path C:\WINDOWS\system32\drivers\etc\
• Try to locate file named HOSTS and open it with notepad or any other capable of editing. Here is its screenshot.
• If we want to block http://example.com, then we will edit the file accordingly. After editing it looks like this.
• Our main objective is to map a false IP to the domain name as a result whenever we try to open http://example.com it gets blocked(as we have mapped 0.0.1.0).

I had an issue today where I needed to find all of the machine names on the local network along with their IP addresses.

Here is a batch file that helps do just that:

@echo off
echo > c:\network.txt IP Address NetBIOS Name
echo > c:\network.txt ============================
for /F %%a in ('net view ^ find "\\"') do call :Sub %%a
goto :eof

:Sub
set name=%1
set name=%name:~2%
for /F "tokens=3 delims=: " %%a in ('ping %name% -n 1 ^ find /i "bytes="') do set IP=%%a
echo >> c:\network.txt %name% %ip%

Me gustaría retomar una experiencia de hace ya algunos años y compararla con las posibilidades actuales del Centro de Contacto IP. En esa ocasión estaba en un proyecto de estrategia de CRM para un cliente en Centro América. Mi participación estaba relacionada con las áreas de Call Center y el cliente tenía 2 pequeños Call Centers en dos edificios independientes (sumando 30 asientos aproximadamente). Las primeras actividades consistían en un reconocimiento de la funcionalidad que llevaban a cabo y la tecnología con la que estaban equipados. Sin embargo, el hallazgo mas importante se dió en el trayecto de la entrada de los edificios hasta donde estaban los call centers, pues tenía que pasar junto a diversos departamentos "operativos" en donde la gran mayoría de la gente estaba trabajando literalmente "pegada" al teléfono, pero sin ser reconocidos como Call Centers. Por lo tanto, no tenían estadísticas, un compromiso de nivel de servicio, monitoreo, supervisión, ni facilidades para atender las llamadas por grupos de trabajo, etc. Al cierre de ese esfuerzo concluimos que en realidad tenían 240 asientos de Call Center y se validó la forma en que el negocio se beneficiaría al aprovechar los beneficios de operar bajo el paradigma de un Call Center. Sin embargo, el reto resultaba bastante complicado, la tecnología disponible en ese momento obligaba a reubicar a la gente para que pudiera utilizar un asiento del Call Center, generando problemas políticos y afectando la lógica con la que operaba el negocio. Pero el obstáculo de la reubicación resultaba insalvable, era prohibitivo principalmente por la distribución de las áreas operativas en múltiples edificios.

Hoy en día, el Centro de Contacto IP permite extender su funcionalidad de manera relativamente transparente hacia áreas de la empresa que tradicionalmente no formaban parte del contact center. De hecho la frontera es arbitraria y pudiera extenderse hacia otra empresa (ej. a un proveedor que complementa el servicio o el caso de un servicio de SaaS - Software as a Service). El gran reto ahora recae en las arenas política y de lógica del negocio: desde resistencias al cambio, la capacidad para asimilar y redefinir nuevos modelos operativos aprovechando los beneficios del Call Center, hasta la visión de las oportunidades para complementar una experiencia de compra del cliente como diferenciador clave de la empresa.

La reflexión que me gustaría dejar sobre la mesa es que el potencial del Centro de Contacto IP va mucho mas allá de la disminución de costos de infraestructura y la facilidad de tener agentes remotos. Hay que re-evaluar la forma de interactuar de las diferentes áreas clave de la operación, por supuesto, poniendo especial énfasis en aquellas que lo hacen directamente con los clientes. Retomar algunos conceptos clave, como la resolución de un problema en la primera llamada o la garantía de satisfacción para un cliente de alto valor, que se quedaban cortos simplemente porque la persona ideal para resolver una interacción quedaba lejos del PBX, pertenecía a otro departamento o simplemente porque no le gustaba que se generaran estadísticas de sus llamadas. El Centro de Contacto IP es una tecnología habilitadora de nuevos modelos de operación. Si la interacción con los clientes es un componente estratégico para la empresa, vale la pena considerar al Centro de Contacto IP como parte de la estrategia del negocio.

SQL> SET serveroutput on
SQL> BEGIN
2 DBMS_OUTPUT.PUT_LINE(UTL_INADDR.GET_HOST_NAME); -- Local machine/host name
3 DBMS_OUTPUT.PUT_LINE(UTL_INADDR.GET_HOST_ADDRESS); -- IP address of host
4 END;
5 /
DEVSTATION
192.168.1.3

PL/SQL procedure successfully completed.

Just a note.

-Marlon RIbunal

What the government has done so far is a necessary fist and must step even though the results will not be bear any fruits. The next logical step is to attack the massive trade deficit in the light of soaring crude prices. There are many things that our government and citizens can do to collectively fight this inflation menace.

1) Government should not subsidise petrol at the pump. Let market forces dictate the price at the pump. This step requires tremendous courage by the existing government especially in an election year.
2) Indians should rely more on mass public transportaion system and reduce oil consumption.
3) Encourage people to move towards natural gas alternative by building required infrastructure.

All the above steps will result in closing the trade deficit gap and help the government in fighting inlation and spend the foreign exchange in helping agricultural sector to become self sufficient in food grains.

Para migrar de un Centro de Contacto tradicional a un Centro de Contacto IP, existen dos opciones al alcance de las empresas:

• El sistema habilitado o hibrido mediante un switch TDM tradicional, transmite la comunicación de voz sobre una red IP, con lo cual se logra una importante reducción en costos de telecomunicaciones, se aprovechan los recursos instalados y la migración puede ser progresiva.
• El IP puro, que es un modelo integrado para manejar un sistema de comunicaciones de voz sobre una red IP. Con esto se obtiene no sólo un beneficio económico, en las organizaciones sino todas las ventajas descritas para los Centros de Contacto IP, antes descritas.

Como siempre, la mejor solución será aquella que se ajuste a los particulares objetivos, proyectos, necesidades, así como las posibilidades reales de cada organización.

De cualquier manera, la decisión que se tome debería ser el resultado de un análisis objetivo y profundo del modelo de negocios y los procesos a los que debe ajustarse la adopción de la telefonía IP en un Centro de Contacto.

One topic which has come up time and again during the Global Scholars program has been the issue of Rich vs King. Noam Wasserman from Harvard HBS wrote an article on "The Founder's Dilemma". It describes how most entrepreneurs want to make a fortune and run the business singlehanded. But as Wasserman reveals, it’s tough to do both. If you don’t figure out which matters most to you as the entrepreneur/founder, you could end up being neither rich nor in control. Consider that:
- in order to make substantial money from a new venture, you need financial resources to capitalise on the potential opportunity. That means attracting investors— which requires relinquishing control as you give away equity and as investors alter your board’s membership.
- to remain in charge of your business, you have to keep more equity. But that means fewer financial resources to fuel your venture. So, you must choose between money and power. Wasserman suggests that one begins a new venture by articulating their primary motivation for starting the business. Then to understand the trade-offs associated with that goal. As your venture unfolds you must be monogamous with that goal, and make choices that support, rather than jeopardise it.

As an example, Cisco was founded by Stanford graduates Sandy Lerner and LenBosack in 1984. John Morgridge, the first CEO managed to push out the 2 founders in 1990, following difficulty between him and Lerner. Lerner has been described as a “powder keg of passion and emotion who couldn't conform to the discipline and methods of business management”. Morgridge couldn't make her fit in, so she was asked to leave and Bosack soon quit thereafter. This is a good example of a Founder struggling to deal with removal from the “King” role and ultimately being forced out of the venture.

The CEO of startup XYZ who I have met in Silicon Valley, and who is at Series C VC funding, approaches his position as Founder CEO pragmatically, or at least this is what he communicates. I found his attitude very interesting – that he goes to work everyday knowing that it could be his last as CEO of the company he founded. When we met him he acknowledged that any day the VCs involved with his company could decide to replace him as CEO, and that he was willing to accept this decision. I was unsure whether I believed him but was willing to give me the benefit of the doubt. Noam Wasserman suggested that CEOs will often tell VCs that they’re willing to stand aside at any time, but whether they mean this is a completely different matter!

My View: Through my training as a Global Scholar I have learned that the Founder does not encapsulate the company. One should always separate themselves from the business entity from the start. It’s important to consider what’s best for the business as a sole entity, separate from the interests of the founder(s). This is the approach adopted by the Stanford Enterprise Center regarding University spinouts – they actually make founders apply to the Enterprise Center in order to obtain the license for technology they themselves created - thus competing with any other company for rights to develop the technology/concept/business! This is basically the Rich approach, as apposed to King, as it necessitates relinquishing equity to foster rapid development.

This is a hard lesson to take on board in my opinion. To generate new business concepts or technologies with the altruistic view that they are separate encapsulated business entities, and to always act agnostically in the best interest of that technology or business (i.e. solving the real world pain most efficiently) is a difficult position to take. But again the decision to take this position comes back to why you’re creating the business in the first place. If you’re creating the business to resolve some real-world pain/problem then this should be the focus regardless of whether you’re CEO or not. Letting one’s ego/emotions get in the way (the King approach) of the rapid progress and development of a business (e.g. seeking VC) which solves this “pain” should perhaps be considered selfish/self-centered/egotistical? I'm not sure there's a right or wrong answer to this issue, but if you surrounding yourself with an 'A' team (including management, investors & advisory board) then I think you should certainly be able to find appropriate resolutions. Some more thoughts...

It seems ridiculous that a founder should have right of passage to the CEO position when a company is functioning and operating 100%, and is significantly funded by external entities. If one doesn’t have experience in such a role, why would it make sense? Founders' passion is an essential ingredient to the persistence required at the startup phase. It can assist a founding CEO in evolving and learning rapidly on the fly. OR this emotional attachment could hinder their ability to function effectively as a MNC’s CEO, and make logical decisions about the company's future.

However this is my view on the theory behind the rich vs king (Founders as CEOs) dilemma. In practice I would deal this issue dynamically, by having a candid/open/honest conversation with potential investors to discuss my intentions/desires to (not) maintain the CEO position. I would establish clear grounds under which I would maintain or relinquish the position, and the consequences of each:
- Maintain it: if milestones and targets are met. Subsequently increased job (CEO) security (and other incentives) could be provided to allow the CEO to function more effectively and under less unnecessary pressure.
- Relinquish it: a worse case scenario could be established to allow the founder to take another position in the company, perhaps as CTO or as right-hand-man to the CEO? This could take the form of the Founder “Co-CEO” using their extensive knowledge of the business and intimate understanding of it to compliment the new CEO’s superior management and economic knowledge.

There may be various possible solutions to the 'Rich vs King' dilemma but I still think that having the right type of management, investment, advice team is key. This has been reiterated by alot of the thought-leaders I have encountered in the Global Scholars program. But most recently this was advice given to me by the Cisco kingpin himself - John Chambers!

While the theory is untested, given the extraordinary influence that such interests have in trade negotiations the likely effectiveness of such an approach in securing WTO compilance is dumbfounding, creating a sort of IP ju-jitsu move on big countries for whom IP is important but who are heavily into agricultural subsidies. In the extreme it can create a direct internal tension between various political constituencies in the target country affecting the negotiating position of the target country in future trade rounds.  Once this has been established as a precedent it will cause even more trouble for countries with agricultural subsidies - as a breach based on subsidies is generic in its effect and will presumably entitle multiple aggrieved third party countries to take similar retaliatory action.

Hat tip to Shane Coughlan.

" On Sunday the Ethiopian Government launched a brand management programme in order to protect its indigenous coffee varietals," writes Jeremy Phillips in Afro-IP, a leading source of news on Intellectual Property issues in Africa. "This is the first time, according to the press release, that an African nation has undertaken such an innovative approach to protecting its economy, representing a new era in Africa’s economic development and independence.

"Till now the leading Yirgacheffe, Sidamo and Harar coffees have been valued in their own right but have not been identified or promoted as specifically Ethiopian quality products. Brand specialist Brandhouse has now created a distinctive brand identity system for Ethiopia Fine Coffees which will be used wherever the three individual coffee varietals are distributed and sold. Licensees will be required to include the new trade marked brand as part of their licensee agreements. Licensing agreements are now in place with more than 70 companies in eight consuming countries, with licensees committed to promoting Ethiopian Fine Coffees in their particular markets."

This article is quoted directly from the Afro-IP blog.  To see the original article, click here.

(5) TO SEARCH FOR THE IP MANUALLY FOLLOWED BY THE IP ADDRESS BETWEEN BRACKETS [100.23.56.96] EXAMPLE
(6)IF THERE ARE MORE THAN ONE IP RECEIVED SELECT THE LAST ONE OUT OF THE PATTERN...

In the light of developing applications and branded entertainment for social networks, I encounter the question whether we in advertisement should choose to "license IP" rather than ask for a one-off payment of creative service. I find that there is at least one very good reasons for agencies to be against selling an idea and execution for one-off payments: research and development.

image by Wili_Hybrid

In terms of payment clients have a natural hurdle to overcome here. Marketing departments usually buy campaigns with a limited time span (mostly the media schedule), and measure the numbers of customers exposed to their brand rather than them being continuously engaged with it. But as we know, a social network app has the potential to grow and continue its own life if done well. We would like our fabulous branded content to live on and be mashed-up into eternity. And we creatives actually like to turn over parts of our material for "fair use" so that we make the campaign live longer, but do we currently get paid accordingly?

Now would any agency or brand manager in their right mind take campaign content down and send "cease and desist"-orders to disobedient consumers that keep distributing a copy - simply because the campaign schedule has officially ended?

image by Foxtongue

Apps and online content can be so much more independent and alive (dare I say magical?) than a print or banner ad that ran with a certain awareness or click-through target. And if not magical by creative means, they might make the clients smile when e.g. selling virtual avatar goods inside their social app becomes a revenue stream.

That is why I want to pitch R&D as one aspect of how Creative Departments can work better and I reckon it will make sense to both sides. Taking the example of an application in a social network (like our work for SEEKat NetX) I can predict that keeping a flat-fee structure means:

1. no client wants to pay 100% of the R&D effort it really takes to be successful in these new environments
2. no creative department (and ultimately agency MD) can sustain paying for this learning curve with overtime and "award project" status.

Change the model around to an IP approach and:

1. the client only pays for a portion of the R&D,
2. the client participates in the agency's growing expertise by getting better creative products,
3. agency and client work together (sharing insights, results, feedback) and tweak the output rather than one talking up the immediate results of a static product and the other mistrusting what they are hearing
4. the agency can retain creative guns ("advertising engineers" anyone?) with more than funky interiors, relaxed dress codes and hefty salaries by simply letting them share the IP-revenue (for as long as they are part of the team),
5. the agency has an incentive to keep improving the creative so it fares well and over time delivers more and more entertainment, service, social cohesion, or whatever its focus is. Then the agency can re-use it for another project.

The last point might have caused you to cringe if you understood it to be about standardization of ideas. By no means do I propose a cookie-cutter "that will do just as nicely for our next client!" creative approach. What I mean is "re-using your knowledge how it all works". Examples include how to compress video for optimal viewing pleasure (technical), how to let social peer groups know about it (media) and how to design interactions with it so it becomes easy and compelling to share (creative).

When creative departments in integrated and digital agencies build a sustainable model around research and development they will establish themselves for the long haul. As I wrote before, creative in advertising won't get any easier.

An email contains more than the message, its got the email address of the sender, plus the IP address of the sender's computer deep embedded in the mail which is not visible, there are several ways to get the IP of the sender but this one really works way better than the rest.
GMAIL
(1) SIGN IN TO YOUR GMAIL......
(2) CHECK MAIL...
(3) TO SHOW THE EMAIL HEADERS AND FOOTERS
(4) CLICK ON THE TRIANGLE GIVEN NEXT TO THE REPLY TAB, CLICK SHOW ORIGINAL
(5) SEARCH FOR THE IP ADDRESS
(6) SEARCH FOR RECEIVED FOLLOWED BY THE IP ADDRESS IN BRACKETS........
(7) RECEIVED FROM [100.236.45.63] BY web5236.mail." --- "yahoo.com (EXAMPLE)
8. IF THERE ARE MORE THAN ONE RECEIVED OUT OF THE PATTERN CLICK THE LAST ONE.....
(9) TRACK THE IP (INTERNET PROTOCOL)