Web 3.0? That too with a formula?

While the versioning looks a bit aggressive, the content is extremely relevant, meaningful and written from a deep-rooted understanding of the web as a strategic platform to win competitive advantage. A must-read for tech stretegy enthusiasts -

http://sramanamitra.com/2007/02/14/web-30-4c-p-vs/

(Author is a Forbes columnist)

Some good links from the same blog -

http://sramanamitra.com/articles/web3/

http://sramanamitra.com/articles/enterprise3/  

Here is a follow-up post on that

http://www.devx.com/semantic/Article/39109?trk=DXRSS_XML

Indian Retail - to organize or not to organize

Nice read - http://indianeconomy.org/2008/09/04/resuscitating-indian-retail-industry/

Unorganised and organised retail must coexist and flourish in India…

After almost scaring the Tata Motors away from West Bengal, Mamata Bannerjee has now trained her guns on Reliance Retail. Well, Reliance Retail should be used to being targeted by feisty women politicians. Immediately after coming to power in Lucknow, Ms. Mayawati had earlier undertaken a similar exercise in UP.

All this is taking place when behemoths of international retail are trying to enter the Indian market. Tesco has chosen to come with Tatas, while Reliance has tied up with Wincanton. The big daddy of them all, Wal-Mart is coming to India courtesy the Bharti group.

In the September edition of Pragati-The Indian National Interest Review, Prashant Kumar Singh makes significant observations about the confusion surrounding retail industry in India. He rightly notices that-

The debate over retail in India has been fixated on the growth of organised retail, entry of international retailers and concomitant demise of the traditional retailer. The spectre of ogres like Wal-Mart gobbling small retailers has completely paralysed the government on the policy formulation front; not because of any real concern for small retailers but more out of their perceived political clout. This lack of policy initiatives for boosting and regulating organised retail is unfortunately based on the fallacy that modern retail and unorganised retail are necessarily antagonistic.

…Available data provides sufficient evidence that traditional retail is under no immediate threat from organised retail. With the present rate of growth of organised retail of 45 percent per annum, any structural changes brought about by gradual policy shifts will take at least a decade before unorganised retail feels the heat. This assessment is not to condone continued government stupor towards the unorganised sector on the issues of credit availability, access to distribution channels, and realisation of fair price for the produce. It is, instead, meant to spur the government to initiate concrete measures to support the traditional retailers.

…Given the benefits of organised retail, the role of foreign direct investment (FDI) needs to be analysed. It is fallacious to prescribe FDI as the panacea for all the ills plaguing organised retail. The eagerness of international giants to enter Indian markets can be attributed to saturation of the developed markets and low penetration of formal retail in India. The entry of FDI in retail will tilt the balance between suppliers and retailers, force smaller players to adapt and differentiate, and bring consolidation in the sector. The accompanying direct benefits are substantial: increase in exports due to high level of sourcing from India, incorporation of global best practices, investments in the complete supply chain–especially in technologies relating to cold chain, food processing and IT, increase in product variety and categories, increase in employment, and secondary benefits of modern agriculture and shopping tourism. Moreover, this FDI in retail will arrive without any sops and tax breaks from the government, unlike IT and auto-manufacturing sectors, where state governments have been bending backwards to attract investments.

Prashant Kumar Singh makes a strong case that with the right government policies in place, “the ecosystem of the retail industry in India will then adapt itself to accommodate the two seemingly divergent strands of retailing, evolving into an indigenous Indian retail model”. To read the complete piece titled “Retail in Doldrums“, download the community edition(pdf) of the latest issue of Pragati-The Indian National Interest Review.

Google Chrome, and "all that is called Google is not gold"?

Source - http://www.businessweek.com//technology/content/sep2008/tc2008093_489920.htm?campaign_id=rss_daily

Some are calling Google's (GOOG) new browser Chrome an "Internet Explorer killer." Others venture further and call it a "Windows killer." Whether Google's newly launched browser has Microsoft (MSFT) quaking is unclear, but there's no doubt that Google is serious about "organizing the world's information"—and is prepared to shake up the status quo in the process.

It should come as little surprise that Google is entering the Web browser market. The search heavyweight already has a substantial stake in our online activities. Search, check! E-mail, check! Office documents, check! The list of Web applications offered by Google is both long and varied. With its goal of providing all of our online needs, it makes perfect sense that Google would step up and provide a Web browser built to accommodate its applications. With Chrome, Google is betting that more of us will move more of our computing from desktops to online, relying on the vast data centers known as "the cloud." But can Google's Web browser singlehandedly entice us to dump a favorite Web browser and our computer's operating system?

Let's start with the operating system. What's your favorite flavor? Windows, OS X, Linux? Whichever your allegiance, for at least the next several years, you'll need an operating system to boot your computer and store the applications that are still too large and unwieldy to run from inside the cloud. Take iTunes, Photoshop, or PowerPoint. While online equivalents exist, they just can't match the processing power and functionality that come from the applications you run from your computer's operating system.

SEGMENTING ONLINE ACTIVITIES

And, while Google Chrome's strength comes in its ability to segment online activities—an open tab playing a live video stream won't slow down the remainder of your Web browsing—it still needs an operating system at its foundation. For evidence that Google Chrome is not yet ready to replace an operating system, consider the browser's limitations at launch. Despite two years of hard work, Chrome can't run without Windows and it won't run at all on Apple's OS X or Linux.

Then comes the question of Chrome's potential for wresting market share from Google's rivals. Can Google really launch a new browser and expect to grab some of Internet Explorer's 72% Web browser market share and Firefox's 20%? Chrome certainly started off strong. On its opening days, according to analysts at Lehman Brothers, free downloads reached an astounding 2% of the market. Lehman predicts that the new browser could reach 15%-20% market share in just two years. In other words, it's likely to be big, but not dominant.

What's more, Google Chrome is not yet proven as a revolutionary Web browser. Google technicians emphasize that its architecture is different, and predict that it will handle computing intensive software applications better than its rivals. But most of the Web surfers who downloaded it on its first day came to face to face with a bare-bones browser with few of the add-ons and plug-ins available on the others.

BRAND OF GOLD

What Chrome can boast is the Google brand. While not everything Google touches turns to shareholder gold, its brand works wonders. The company could launch a new brand of laundry detergent, and we'd likely clear grocery store shelves of the stuff. You can bet that Google's fans will jump at the chance to download a Google-branded browser, so they can check their Gmail, look-up their Google Maps, and search for laundry detergent on Google.com.

It's our infatuation with the Google brand, more than the technology inside, that will boost Chrome's market share and further extend Google in our daily Web activities. As for being a Windows or Internet Explorer killer, don't count on it.

Steve Jobs - you can't write him "off", Bloomberg!

Apple fans, tech aficionados, corporate trackers and Internet readers all over the world were crestfallen when they read about an obituary of tech czar Steve Jobs which was fired by financial newswire Bloomberg to its subscribers. ( Watch )

Had the man who reinvented himself, a moribund Apple Inc, and just about every rule in the game of personal electronics with iPod, and then in telecom with iPhone, finally lost his battle with pancreatic cancer?

No, the man was alive and kicking even as a red-faced Bloomberg -- usually sharpshooters when it comes to financial news -- had missed the mark by miles.

The gaffe happened when the American agency decided to update its 17-page stock obituary on Steve Jobs, and someone accidentally published it in the process. The story, which was meant to be sent to Bloomberg's internal wire, accidentally slipped out to its subscribers. And all hell broke loose!

The story that ran 'Hold for release' - 'Do not use' couldn't actually have been stopped as it was simply too big for global financial markets. The jitters subsided later when the agency promptly retracted it.

The story was titled “Steve Jobs, Apple Co-Founder, Arbitrator of Cool Technology, XXXX” and had a byline of editor Connie Guglielmo. The obituary had marked blank spaces for Jobs's age and cause of death to be filled in. It traced his life, achievements and surprisingly had quotes from rivals like Microsoft's ex-chairman Bill Gates.

As it transpired, Jobs was clearly hale and hearty, even though he has previously battled pancreatic cancer, raising inevitable concerns over his health.

Gossip website, Gawker.com was one of those which picked up the obituary and published it, from where it was picked up by many blogging sites. Later, it also printed the retraction by Bloomberg, including the original notes, which was quick to come by.

Bloomberg editors Joe Winski and Cesca Antonelli sent out an apology of an apology: "An incomplete story referencing Apple Inc was inadvertently published by Bloomberg News. The item was never meant for publication and has been retracted.”

Though no major harm was done: Few people recoiled in horror, fewer still gasped as the mainstream media seemed to have missed the little ‘devil’ of a news. And no, Apple stock did not crash!

But the Internet media was quick to lap up the gaffe, and announce tongue in cheek, that Apple's iconic CEO had clearly come back from the "virtual jaws of death", an euphemism that succinctly outlines the harsh competition permeating modern journalism.

Though common journalistic practices involve preparing obituaries of famous personalities, celebrities and politicians, but this has been the biggest goof-up of its kind in the annals of world journalism.

The incident did serve as a reminder about people’s worries over Jobs' health in the past few years.

We reproduce a part of much-talked about ‘obituary’ that Bloomberg sent out accidentally.

JOB, STEVE. APPLE FOUNDER, TECH VISIONARY. UPDATED AUGUST 2008

HOLD FOR RELEASE - DO NOT USE - HOLD FOR RELEASE - DO NOT USE

Steve Jobs's birthday: Feb. 24, 1955
BIO UPDATED AS OF 2008, by Connie Guglielmo

APPLE PR CONTACTS: Katie Cotton — -redacted- and Steve Dowling: -redacted- or -redacted-
People to contact for comment:
- Apple co-founder Steve Wozniak: -redacted-
- Jon Rubinstein, former head of Apple's iPod division. He's now
chairman at Palm. Contact Lynn Fox in PR.
- Heidi Roizen: venture capitalist who once dated Jobs: -redacted- or -redacted-. Heidi knows a lot of Silicon

Valley insiders and may put us in touch with others, including
A C Mike Markkula, the first VC to back Apple.
- Larry Ellison of Oracle (one of his best friends); contact
Deborah Hellinger in Oracle PR. -redacted-, -redacted-

- Jerry Brown (personal friend) and California AG. Try GARETH
LACY at -redacted- IN OAKLAND; -redacted- CELL, -redacted- or press office: -redacted-

- Al Gore: member of Apple's board of directors
- Bill Gates: Microsoft was among the first developers of Mac
software
- Bob Iger at Disney: who bought Pixar from Jobs
- Eric Schmidt, CEO of Google and member of Apple's board. Send
note to -redacted- or try David Krane: -redacted- or -redacted-

- Paul Otellini, CEO of Intel Corp (Apple began using Intel
chips in its Macs in 2006). Contact Tom Beermann: -redacted- or
Bill Calder on -redacted-. Both in Intel PR
- Scott McNealy, co-founder of Sun Microsystems. Contact Shawn
Dainas in PR: -redacted-
- John Lassiter and Ed Catmull: Pixar-nee-Disney executives. Try
Zenia Mucha, -redacted- or Jonathan Friedland, -redacted-, in
corporate PR at Disney.
- Guy Kawasaki, one of the first Apple evangelists -redacted- or -redacted-

- Nolan Bushnell, founder of Atari, who bought an early circuit
board for the game Breakout from Jobs and Wozniak. (pr is being
handled by his daughter, Alisa Bushnell. her cell is: -redacted-; work is -redacted- work/message;-redacted-)