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daily 09/30/2011

September 30, 2011 Leave a comment
  • The RBG had extra recess because we earned 1 green cup at lunch. Parent/teacher conferences are coming soon. Sign up on our web page.

    • The Durbin Amendment essentially limits the amount of money banks collect from merchants, like Target for instance, each time you use your debit card there.
    • Back in June I said that that while placing a cap on those debit card fees might be great news for retailers it would be bad news for customers. Why? Because now that the Durbin Amendment goes into effect October 1 banks will have less money coming into their pockets from the retailers. Where do you think they are going to make up for that lost revenue? You got it–me and you.
    • That’s exactly what BofA is doing today with that $5 fee. It’s making up for lost revenue.
    • For a bank like JPMorgan Chase, which RBC says generated $537 million in fees from retailers in the 1Q 2011, that translates into a quarterly revenue loss of $430 million.
    • As much as I want to hate BofA (disclosure: I’m BofA customer by way of Fleet) for charging me $60 a year so I can deposit my scrappy journalist’s salary I can’t blame it for making the decision to do so.
    • I’d be singing a different tune if Senator Dick Durbin pushed for the cap on swipe fees for the sake of consumers  but let’s face it–the Durbin amendment benefits no one except for retailers.
    • Really? So now retailers are going to lower or keep from raising the price of their goods because banks aren’t charging them as much as they used to? Right. Sure. Because in this economy, retailers are just dying to pass on the savings.
    • Banks win (again), retailers win, consumers lose.
    • Faster browsing means more buying. There is considerable evidence that faster web browsing leads to more engagement on sites, and that removing friction in the online purchase process leads to more sales. This is why Amazon’s “1-Click” buying feature has been such a boon. Simply by making browsing faster, Amazon should drive more sales. 
      • logical, but unsubstantiated
    • Amazon will potentially have access to lots of consumer data. Because the browsing by Amazon Silk users goes through Amazon’s cloud servers, Amazon should have amazing data on people’s browsing and buying habits. (All of that data would have to be anonymous and aggregate, obviously, or Amazon will be clobbered by privacy zealots. But it will still be useful.) This could give Amazon great market intelligence and allow it to target offers better.
    • And the best way to understand Amazon’s Kindle Fire, meanwhile, is as a mobile store catalog and data collection tool: As long as their device is available, people will have fast and easy access to Amazon’s media stores and fast and easy access to Amazon.com.
    • Holgorsen said he recently purchased four acres of land in Morgantown where he plans to build a home. He said he would get a West Virginia driver’s license after the new house is built, in about six months to a year.
    • Asked whether he considers himself a West Virginia resident, Holgorsen said, “I like to think that I am.”
    • His three children live primarily with his ex-wife in Midland, Texas, and Holgorsen spent two months in Texas last summer, according to past media reports.   
    • Asked where he lived in Oklahoma, Holgorsen responded, “None of your business. What are you trying to dig up on me? It just gets irritating when people try to dig things up that don’t have any merit to them.”
    • Being sold on Six Sigma is of little value if it cannot be successfully implemented.
    • success factors for any Six Sigma initiative are a fully-committed, not just supportive, leadership team
    • full-time dedication of your top talent
    • a good supporting infrastructure,
    • It starts with holding an executive workshop and developing a deployment plan.
    • Well, it really varies, but usually at least six to nine months.
    • But keep in mind that an initiative like this can take a couple of years to be fully integrated and deployed in an organization. I can’t overstate the importance of a good launch –
    • First, you need a deployment plan to set up your long-term strategy
    • The first thing should be a clear vision and justification of the initiative.
    • You’ll want to clearly specify the financial goals of the initiative, so that people have an idea of how committed the organization is
    • “Six Sigma will begin in the Operations area; the savings will be used to deploy to other business areas after six months.
    • You should also set specific one-year and two-year financial goals.
    • I’m guessing “process performance measures” refers to the focus areas for selecting projects, like quality, delivery, and cost?
    • These metrics help you identify the more specific set of project selection criteria that everyone in the organization can look at as guidelines.
    • some other characteristics of good Six Sigma projects are that they’re solution-unknown..
    • Solution-known projects usually just need a good project manager.
    • Rob: Isn’t the ultimate definition of success the financial savings achieved? Maria: Yes, but you also have to be able to measure variables that are related to quality, the things that you’re actually improving.
    • Maria: Projects should be clearly connected to the organization’s business priorities; they should have “obvious importance
    • the CTQs.
    • And shouldn’t they represent “breakthrough” improvement, like at least 50 percent improvement in process performance, and at least 250 thousand dollars to the bottom line?
    • And finally, a good Six Sigma project can be completed in a reasonable time period, usually four to six months.
    • Organizations typically lose interest in projects that run longer than that.
    • : If a project will take longer than that, couldn’t you just split it up into smaller subprojects?
    • Entitlement is the best performance that can reasonably be expected.
    • So… the difference between entitlement and current performance is how much room there is to improve. But how do you figure out entitlement?
    • Liz: I’d think you’d look at the gap between baseline, or current, performance and entitlement, identify a project that would close that gap within four to six months, and then assess the financial impact of such a project.
    • all of these project selection criteria feed into your project identification and prioritization system, or “project hopper.”
    • And we can’t forget to include the functional support groups. Diane: These other elements… curricula and training system, review schedule, reporting and tracking, audit system, reward and recognition, communication plan? Maria: Those are all important elements that will need to be documented and sketched out in later phases.
    • After the projects and Black Belts are selected, the Champions and Black Belts will work together in developing the charter for each project.
    • The charter must include a definition of the process you’re trying to improve,
    • the project’s purpose and scope, measurement metrics including baselines, goals, and entitlement, the expected financial impact of the project, team members, the project schedule… e
    • Green Belts and can receive training on an as-needed basis. Remember… they’ll need to be available at least 25 percent of the time for project work.
    • Yes, Black Belt training is an extensive program… usually four weeks at least. Black Belts will bring their project charters and actually work on their projects during training.
    • Rashid is working on the control plan right now, so that we continue to run the process at the improved level.
    • How are you handling the project reviews? Do we have that documented in the deployment plan yet?
    • Each Black Belt meets weekly with their Champion to talk about weekly activities, plans for the next week, and any barriers to the project.
    • Then Liz and I have a brief status meeting with the Champions and Black Belts once a month, just so we can stay in the loop.
    • We talk about progress versus schedule, findings, stuff like that.
    • That is great! I’ve also been getting a monthly tracking spreadsheet from Finance showing the hard and soft dollars saved.
    • And I made sure that Frank included Six Sigma savings and expenditures in the operating budget this year.
    • Repetition definitely helps.
    • What’s the reward and recognition system looking like? Rob: We’re planning to just augment our current bonus system. Five percent bonus to Black Belts at project completion, and automatic salary increases at certain Six Sigma milestones like Green Belt certification and selection for a project, Black Belt certification, two successful projects…
    • We’ve added a Six Sigma section to all of the standard performance evaluation forms too.
    • He still needs to finish the control plan, and write the final report after we hear back from Frank with the financials, but I’d like to have him move on to something else in the meantime.
    • After that, we’ll test out the project closure checklist and make sure we’ve covered everything.
    • Project closure is important, you know.
    • Rob: Definitely. We should always try to keep at least six months’ worth of high- priority projects in the hopper.
    • Well then, I guess it’s safe to say we’re smack in the middle of what Maria would call the “managing the effort” phase.
    • We’ll continue to have this quarterly meeting to review the status of Six Sigma,
    • Lots of companies have had major success using Six Sigma — and not just on the manufacturing floor.
    • Six Sigma started out at Motorola as a shop-floor measurement and evaluation tool. A goal of about 3.4 defects per million parts.
    • Specifically, the bottom line. And it also focuses on increasing customer satisfaction.
    • Companies have made and saved millions — just by making processes more efficient and eliminating a lot of the rework and revisions that always seem to happen. In Six Sigma they call them “hidden factories.”
    • And it can be applied to new product development, administrative processes, transactional processes… just about any process that could stand to be tightened up.
    • Let’s start by going over the key elements of Six Sigma. First and foremost, Six Sigma is about business improvement.
    • what exactly qualifies as “breakthrough improvement”? Maria: We’re talking 30, 40, even 50 percent improvement in a given process within four to six months.
    • As a matter of fact, those are the guidelines for choosing Six Sigma projects.
    • Projects must be directly linked to the business goals of the organization, and to key problems that need a solution.
    • planning, defining and controlling scope, analyzing risk. But in Six Sigma, reviews by management are critical. Projects should be reviewed weekly and monthly, and the overall system should be reviewed quarterly and annually.
    • “sustain the gains.”
    • The last part of the initiative is that you get the right results — improvements in performance that are linked to the bottom line.
    • It actually mandates financial audits of completed projects to verify the savings achieved.
    • OK, then let’s move on and talk a little about the tools and methods of Six Sigma. The first key method is process thinking — taking the view that all work is a process, a series of activities that transforms inputs into outputs.
    • Process thinking leads us right to the next concept, process variation. Ever heard of SIPOC? Rob: Sure. Supplier, inputs, process, outputs, customer.
    • And you also have variables — the things that cause variation in the outputs of the process.
    • Define, measure, analyze, improve, control. That’s D-M-A-I-C, the primary improvement methodology that’s the heart of any Six Sigma project.
    • D-M-A-D-V stands for define, measure, analyze, design, verify. Those are the steps in Design For Six Sigma, DFSS, which is a whole different animal.
    • Maria: The last key methodology of Six Sigma is its focus on the identification of a critical few variables, that is, the two or three input or process variables that have the biggest impact on the quality.
    • “critical-to-quality.”
    • The tool used most in the Define phase is the project charter. Each Six Sigma project starts with a charter that defines the problem statement — what’s to be done — and summarizes the project, including its expected financial impact.
    • The goal of the Measure phase is to determine the outputs to be improved, figure out how to measure those outputs, and determine the current and target performance of the process.
    • Measurement Systems Analysis is where you actually take a look at how you’re going to measure performance.
    • We typically use Gage R&R studies to quantify the repeatability and reproducibility of the measurement system.
    • A process capability study measures how well the process is capable of meeting the customer’s specifications.
    • Quality Function Deployment is another tool that sometimes comes into play during the Measure phase
    • FMEA stands for Failure Mode and Effects Analysis.
    • In multi-vari studies, you collect data on input and output variables, and analyze it using things like regression analysis and hypothesis testing, to identify which variables have the most significant effect on the output.
    • Pareto analysis is another tool that can help point out which errors are the “big uglies,” the ones that are really bringing performance down. Liz: Let me see if I’ve got it… the Pareto chart is used to analyze the type and frequency of error.
    • And the FMEA and multi-vari studies help you figure out which input variables are most likely responsible for the majority of that variation?
    • Now on to the Improve phase. This is the only phase in which actual improvement occurs, because this is when you change the process and then measure the resulting performance to see if it has actually improved. You do this using Design of Experiments, or DOE.
    • In the Control phase, you may reuse a lot of the tools we’ve already talked about, but you also use something called a control plan.
    • It’s how you sustain the gains.
    • The actual application of the tools will be up to the Black Belts and Green Belts.
    • Six Sigma Council. These folks draft a deployment plan, select Champions and Black Belts,
    • The Black Belt actually leads the work of the project team.
    • Maria: Green Belts may lead their own project under the direction of a Champion or Master Black Belt, but more frequently they serve as team members on Black Belt projects, providing knowledge of the process and helping the Black Belt interpret the results of the tools.
    • Some companies actually require Green Belt status as a prerequisite for promotion to management.
    • the success of any Six Sigma initiative is having committed leadership.

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daily 09/29/2011

September 29, 2011 Leave a comment
    • Early startup marketing strategies need be executed with a bias for action, sales and revenue. If the color palette is slightly different for the email campaign vs. the trade show banner, nobody except a handful of insiders and others with too much time on their hands are going to notice and care.
    • Brand is important, brand consistency is important. But shipping, testing, moving fast and driving customer behavior and monetization is more important. If you can’t drive revenue and grow the business, that brand binder isn’t going to mean a thing.
    • Startups should have to earn their marketing budget. They should operate with the assumption that there’s no money for marketing, and instead focus initially on the scrappy, organically-generated ways to drive customer awareness, demand and closed business.
    • 6. Allowing adversarial relationships with sales and biz dev

       

      It’s ridiculous that businesses big and small allow an adversarial relationship between marketing and sales to persist. It’s more ridiculous for marketers in today’s environment to fail to hold themselves accountable for measurable performance and revenue traction.

    • Bezos sees the Kindle Fire holistically as a delivery device which will help unleash all the digital media services Amazon offers.
    • “In the modern era of consumer electronics devices, if you are just building a device you are unlikely to succeed,” he says “Today it is about the software, the software on the device and the software in the cloud. It is a seamless service—this is Kindle greeting you by name when you pull it out of the box. Some of the companies building tablets didn’t build services, they just built tablets.”
    • When I asked Bezos in our interview which Kindle he thought would sell more, the Fire or the new Touch (which is still purpose-built for reading), he answered, “We are going to sell millions of both and many people are going to buy both.
    • The Kindle Fire is built on an earlier version of Android, 2.1, than the current Gingerbread version, 2.3. I asked Bezos about his plans to upgrade, and he indicated that the underlying operating system would not stagnate. “Our goal is to make sure on the developer side that if you develop an Android app, you can put it on a Kindle Fire and on other Android devices. We want developers to be able to develop once.” He understands that apps are media too and he wants to sell as many of them as possible.
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    • “You play fundamental football and you have to go ahead and throw the kitchen sink at them. They’re going to get the kitchen sink.
    • “We have to wait and see how they play the game (on defense),” Weis said. “You have to have multiple ways of being able to do that (effectively use Demps and Rainey). You can’t just do the same thing each week. You have to have a plan where if they stop this, you have another way of getting to the same means to an end.
    • “One thing is they’ve got a good, sound system that they have a lot of familiarity with. They also have good players. Sometimes you wish that weren’t the case, but that’s the case. We have to make sure we don’t create any mismatches in the opposite direction.
    • He also knows when to act. Amazon will muscle into all sorts of areas where he realizes he can kick the status quo out of the way. Amazon is the rare behemoth that can pivot; so ready to tackle new ventures that it is easy to forget that it was once ostensibly a simple bookseller. I’ve long held that that Bezos doesn’t get enough credit for reckless ambition. Like Jobs, he’s delightfully willing to take risks.
    • Then there is the Kindle. Bezos didn’t wait for the ebook market to explode, he created it. He went out and got it, building it from the bottom up with an entire hardware, software, and content ecosystem. (What’s up, iTunes?).
    • About The ExpertRating Online Six Sigma Green Belt Certification

       

        ExpertRating  The ExpertRating Six Sigma course (leading to Six Sigma Green Belt certification)  is a well researched 250 page online course that has been developed for people who  would like to master the science of Six Sigma. The course has been designed so that  it is easily understood by beginners and people new to Six Sigma apart from seasoned  project managers. 

    • You know Six Sigma is the key to quality. And you know a Six Sigma belt is the key to leveraging your talents. So you need to get a Six Sigma belt.
    • To maintain accreditation, the university must remain “free from undue influence from political, religious and other external bodies.”
    • He wanted to codify the storytelling process—to find the hidden structure powering the movies and TV shows, even songs, he’d been absorbing since he was a kid.
    • So he watched a lot of Die Hard, boiled down a lot of Joseph Campbell, and came up with the circle, an algorithm that distills a narrative into eight steps:
        • 1.  A character is in a zone of comfort
        • 2.  But they want something
        • 3.  They enter an unfamiliar situation
        • 4.  Adapt to it
        • 5.  Get what they wanted
        • 6.  Pay a heavy price for it
        • 7.  Then return to their familiar situation
        • 8.  Having changed
    • But at their core, even his most asinine web shorts were subtly bound by the same laws that apply to TV comedies, which demand relatable characters, cohesive story lines, and third-act life lessons.
    • His earliest revelation about how the TV medium worked—one that heavily influences Community—came courtesy of a Cheers board game he spotted at a toy store. He realized that the characters were so relatable and their dynamics so clearly defined that anyone could step into their lives—even in a board game.
    • The show followed an astronaut who had gained superintelligence by traveling too close to the sun and whose best friend had been fused with a motorcycle.
    • Channel 101 allowed Harmon and Schrab to reclaim their outsider-wunderkind standing, and while they didn’t get rich from it, they established an online comedy portal long before YouTube or Funny or Die.

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daily 09/28/2011

September 28, 2011 Leave a comment
    • “Leland, in his last issue, struts out with a chip on his shoulder, and dares Bush to knock it off”.

       

    • The onOpen function adds the Finance menu and the menu item Get Stock to the Spreadsheet. When you open the spreadsheet, the onOpen function runs automatically and adds the menu and menu item.
    • The getStock function provides the column headers, gets the stock symbols place in the A2 to Ax cells, and looks up the stock information, then displays the stock information on the Spreadsheet.
      • we are gonna invoke methods on ss – the method is SpreadsheetApp.getActiveSpreadsheet, the script assigns this object (what object?) the variable ss.
      • the stuff between the curly braces is what happens when you run the onOpen () function
      • the code function onOpen() declares the function and its name
    • A method is code that is associate exclusively with a class and performs a particular task on objects of that class.
    • This guide contains the information you need to use Google Apps Script, a server-side scripting language, based on JavaScript, that runs on Google’s servers alongside Google Apps.
    • If you’re not a JavaScript programmer, read the whole document, which contains detailed walk-throughs of many code snippets and short programs. You’ll find learning Google Apps Script easier if you are familiar with Spreadsheet macros and formulas and with programming structures such as loops, conditional statements, and switch statements, because this document is not a comprehensive programming manual.
    • A script is a series of instructions you write in a computer language to accomplish a particular task. You type in the instructions and save them as a script. The script runs only under circumstances you define.
    • To run a script, you must first add the script to a Google Spreadsheet or Google Site using the Script Editor. You can add as many scripts as you want to a particular Spreadsheet as you’d like, and then run them at will.
    • Your scripts will typically run against data in the Spreadsheet, but you are not restricted to using data in the spreadsheet. You can retrieve information from a wide selection of Google Apps and Services and from external sources, including web pages and XML sources
    • Google Apps Script provides a robust API (Applications Programming Interface) of objects and methods that you use in your scripts for such tasks such as displaying a dialog box, creating a calendar event, creating a page on a Google Site, and many other activities. The Google Apps Script API document is here.
      • Manipulate data in XML format
      • Create pages on a Google Site
      • Google Apps Script includes objects and methods for controlling data in the following applications.

         

        • Google Spreadsheets
        • Google Document List. This is experimental.
        • Gmail Contacts
        • Google Finance
        • Google Calendar
        • Google Sites
        • Google Maps. This is experimental.
    • SOAP services (Simple Object Access Protocol), which give your scripts access to web services. Use the SOAP services to exchange data or otherwise communicate with web services-enabled enterprise applications.
      • This is how I’ll learn APIs
    • XML services (eXtensible Markup Language), which enable your scripts to extract data from XML documents and then manipulate that data.
    • UrlFetch services, which enable your scripts to communicate with other hosts on the Internet and obtain resources from those hosts.
    • Contacts services, which enable your scripts to create, delete and update contact information for individuals and for groups in Google Contacts.
      • so you should be able to add contact notes as you work them
    • Texas partially erased the memory of that particular lost Saturday with a revenge win at the Rose Bowl, and the recent trip out West revealed a team that more than makes up for its lack of game experience with effort and desire
    • Fast forward to the present day, and take a look and what has fed the Longhorns’ mini-beast this season: healthy dose of humility.
    • Overconfidence has been replaced by honest effort, and while this team doesn’t have the proven talent of the 2010 team — four players from that group are currently on NFL rosters — it does carry the memory of the worst season of Brown’s tenure.
    • The message is simple: one check mark at a time.
    • He filled his staff with young, hungry assistant coaches, exploited what he felt was an untapped resource of nearby junior colleges, and piled on cupcake after cupcake in non-conference play to install confidence and a winning attitude.
    • They take away your speed advantage by constantly making you react to what they are doing.
    • They are 64-5 since Petersen took over in 2006, 7-1 versus BCS conference teams and 8-3 versus ranked teams.
      • best part of harsin hire – ability to exploit hidden weakness in good teams.
    • For another, Moneyball was at its heart about the desire to exploit market inefficiencies and win with little money and few resources in a sport in which money rules.
    • With a desire to utilize the entire field, a complete lack of inhibition and an assistant coach who would eventually become rather high-profile himself, Hal Mumme became perhaps the father of the spread offense.
      • find ways to turn the strength of the strong against them
    • ‘m running the latest nightly. For a while, I’ve thought the icons and general UI on the screen were a bit small, so when I read somewhere that I could change my LCD density by editing the “qemu.sf.lcd_density” line in build.prop, I decided to check it out.
    • Yeah, the resolution fix apparently works at 120dpi (ldpi), 160dpi (mdpi), 240dpi (hdpi), and 320dpi (xhdpi). These are the standard Android display resolutions, so most apps claim to support them. Apps that don’t care about resolution should be installable with non-standard settings as well. If 240dpi works for you… go for it!
    • .. still working! It used to break periodically (dropping movies and compatibility), requiring data deletion, but no more of that nonsense. Oh, and LCDDensity does work with a μSD setup. I recently switched to LCD Resolution (which applies the settings during boot), but the long-term solution would be to hack build.prop or just upgrade to nightly#200
    • Root Explorer to go into system/build.prop
    • So I looked around some more, and in data/local.prop,
    • The change to an emphasis on analytics will require strong leadership. You (or someone in your organization, but why not you) need to lead with the same visionary determination as the A’s General Manager, Billy Beane (and his predecessor, Sandy Alderson, who hired Beane and should have been mentioned in the movie). Organizations don’t simply wake up to the notion that they will succeed with analytics; they need leaders to show them why and how to seize this new source of competitive advantage. Perhaps, like Beane, you aren’t highly analytical yourself. That’s not required. You just need how to appreciate how the tools can improve your decision-making. Beane’s role is played by Brad Pitt, who does a heck of a job playing an analytical executive who chews tobacco.
    • The #1 failure mode? Measuring what is easy instead of what is valid. 
    • I have been very slow to appreciate these developments, and yet it is clear even to me that there are reasons to fear for the life of the printed book.
    • For bloggers like Ferriss and Godin, the future arrived long ago: Publishing in Vanity Fair would be tantamount to burying their work.
    • And when I really want to get a book into my brain, I now purchase both the hardcover and electronic editions.
    • If your book is 600 pages long, you are demanding more of my time than I feel free to give.
    • And if I could accomplish the same change in my view of the world by reading a 60-page version of your argument, why didn’t you just publish a book this length instead?
    • Worse, many readers believe that they can just jump on YouTube and watch the author speak at a conference, or skim his blog, and they will have absorbed most of what he has to say on a given subject.
    • The essay appears to have had its desired effect on many readers. But others were not satisfied. Some did not understand the format—a very short book that can be read in 40 minutes—and expected to get a much longer book for $1.99.
    • However, the fact is that Amazon made it extraordinarily easy for me to do this; the Kindle Single is the perfect format for so short a book; and Kindle content can be read on every computer and almost any handheld device. I decided that it was not worth my time or other people’s money to publish LYING elsewhere, or as a physical book. 

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daily 09/27/2011

September 27, 2011 Leave a comment
    • How to order at Ross’

       

      Ross’ serves food in three different ways depending on the time of the day:

       

      Breakfast (7 a.m.–11 a.m.): Customers sit down at a table, and servers take their orders and bring out the their food.

       

      Lunch (11 a.m.–3 p.m.): Customers order at the front counter and are given a number. When their number is called, customers claim their food at the front and may take it to a table.

       

      Dinner (3 p.m.–close): Customers order up front and wait for their food to be served to them.

    • ution into a streaming video company. (We’ll call mailing DVDs phase zero.)
    • The breakup also further dissolves the myth of inevitability around digital streaming in general and Netflix in particular. The path looked as if it were continually moving upward, steady and unbroken. Viewers were always going to get more shows, not less; Netflix was always going to add more subscribers, and never lose them; and the digital pie for network and content-making partners was always going to get bigger and bigger, so that everyone would gain and no one would lose.
    • This is partly because in the long run, Netflix’s growth customers aren’t cord-cutters looking for substitute for cable. They’re cable subscribers and irregular media consumers who want big back catalogs and the ability to watch video on all of their devices. Even now, cable channels and operators, plus digital TV competitors, are scrambling to match that capability, but for the most part Netflix has gotten there first.
    • Starz’s mistake was treating Netflix as if it were a cable operator negotiating with a premium pay network, rather than what it’s become: a premium pay network every bit the rival of Starz, Showtime or HBO with a distribution model that bypasses the cable operators altogether.
      • but it really doesn’t bypass the cable providers…it does so in theory only
    • They’re sticking with the content acquisition strategy that’s worked for them thus far, while innovating at the margins by purchasing content directly.
      • Execute consistently in the base, innovate at the margins.
    • Simply put, if Starz’s team didn’t believe that Netflix’s user base was going to continue to grow, they wouldn’t have insisted on compensation tied to number of users. They would have taken the money
    • At the same time, if Starz’s team didn’t think that they had alternatives to Netflix, they wouldn’t have walked away.
      • overplayed hand I think
    • But potential is not a promise.
    • The data was clear: In every biomedical field, the risky HHMI grants were generating the most important, innovative and influential research. Although HHMI researchers had similar qualifications to their NIH counterparts when they first applied for funding,
    • . They also introduced more new “keywords” into the scientific lexicon, which is a marker of highly original work.
    • Instead, they had more success because they were more willing to fail.
    • Bob Dylan captured the paradox perfectly: “She knows there’s no success like failure/and that failure’s no success at all.”
    • It would be disingenuous to describe them as good (26.7 ppg – somewhat deceiving due to 3OT with Iowa, 365 ypg allowed, 4.9 yards per play) but I can offer a Probably Better Than You Think.
    • They are classic, old school LBs (read: white) who play a lot faster than they test, are physical, and are instinctive in the passing game (combined for 7 ints last year).
    • C Tom Forniok 6-3 280 is the only ISU OL without severe sleep apnea and some hope of living past 50.

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daily 09/26/2011

September 26, 2011 Leave a comment
    • On whether UT’s image has taken a hit: “We are who we are. People say what they say. The outcome is the outcome. We’re proud of ourselves. We’re proud of how we do business.”
    • Neinas, 79, a longtime college football administrator well-regarded for his consensus-building, understands that it won’t be an easy sell.
    • “I’ve known (A&M athletic director) Bill Byrne for many, many years. I plan to go to College Station and talk to him. Nothing ventured, nothing gained,” said Neinas, making his first public comments after succeeding the ousted Dan Beebe on Thursday.
    • “I applied for a play-by-play job, and (DeLoss) Dodds turned me down,” he said.
    • As Big Eight commissioner in 1977, Neinas hired Dodds, now the Texas men’s athletics director, as an assistant.
    • Asked how he’ll deal with Texas, Neinas said: “Bringing people together is what I do.”
    • “I’m old-fashioned,” he said. “Look at how conferences were originally formed. In the Big Eight, the Big 12, there was a connection with the natural resources and agriculture. In the Big Ten, the SEC, the ACC, there was a flow of commerce between the states.
    • “I think it comes down to one word — trust,” Neinas said. “My mission is to bring the conference closer together. I am not afraid to make decisions.”

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daily 09/25/2011

September 25, 2011 Leave a comment

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daily 09/24/2011

September 24, 2011 Leave a comment
    • Script Summary: A cross-browser script that adds an option to download YouTube videos as MP4 and FLV files. Unlike many other scripts, this script downloads the videos directly from YouTube and doesn’t connect to any other site. 

       

    • The most popular Firefox Youtube downloader now comes to Google Chrome providing the easiest method to download YouTube videos in FLV, MP3, 3GP, MP4, 720p and 1080p FULL-HD video qualities.
    • External programs like LibreOffice, Google Chrome, Adobe reader, … are all installed in the /opt directory.
  • Yes! RT @Dan_Rubenstein: If you missed it, @SolidVerbal got an exclusive preview of “Rick Neuheisel Football” for the NES … bit.ly/po3HPa

  • 6RB we went to p.e. And ran 19 laps.

    • The future of technology is extreme usability coupled with extreme simplicity.
    • Or, put more simply: this next season of Apple product releases will mean the drying of the cement that is the foundation for where Apple is headed. The first “phase” is now complete.
    • “What’s great about this country is that America started the tradition where the richest consumers buy essentially the same things as the poorest. You can be watching TV and see Coca-Cola, and you know that the President drinks Coke, Liz Taylor drinks Coke, and just think, you can drink Coke, too. A Coke is a Coke and no amount of money can get you a better Coke than the one the bum on the corner is drinking. All the Cokes are the same and all the Cokes are good. Liz Taylor knows it, the President knows it, the bum knows it, and you know it.” — ANDY WARHOL
    • So too with the iPhone. A billionaire can buy homes, cars, clothes that the rest of us cannot afford. But he cannot buy a better phone, at any price, than the iPhone that you can have in your pocket today.

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