Net Neutrality Slow to Enter into European Telecom Regulations Debate

eu

Net Neutrality is overshadowed by wider regulatory problems in Europe. In the most recent EU Telecom regulations review, net neutrality was alluded to only indirectly. The leading issues in EU telecoms debate at present are

  • Unifying Regulatory body accross Europe; debate is dominated by the compromise between a central regulatory body and decentralized powers at national level
  • Curbing the Mobile roaming charge abuse; mobile phone operators currently operate non-competitive tariff arrangements for roaming service
  • Transfer to new technologies , notably IP technology
  • Improved Spectrum Management in recognition of the inefficiency of the current spectrum licence assignment model. The spectrum debate will hopeful give rise to increased ranges assigned to unregulated and market players, which extract huge value with the neutral “end-to-end” data comms technologies like bluetooth and wimax.
  • Reduction of the regulatory burden on companies; if anything the European market is over-regulated and EU commission is charged with increasing freedom of the market gradually.

Net neutrality has entered the debate; finding the right balance between regulation and competitive market mechanisms for the IP data transit services is acknowledged as important by the EU Telecom Commissioner. Alex Blowers, International Director of UK Telecoms Regulator OFCOM, raised the issue in EU Regulatory framework consultation seminar. But the work on assuring the best net-neutrality solution is very much secondary to agreeing on the final EU regulatory bodies. Whom will be charged with investigating and legislating net neutrality in Europe is still an open question.

Regulatory development on net neutrality needs a push lest the markets implement layered net services without waiting for any regulations.

Ridiculous Court Ruling Against Spamhaus Anti-spam Organization

spamhaus anti-spam

Spamhaus is non-profit organization set up by Steve Linford in 1998 whose mission is to track the worst of organized spam operators. It provides anti-spam intelligence to internet services, Law Enforcement Agencies, and government anti-spam legislation. The organization is staffed by the world’s foremost anti-spam specialists whose “spammer blacklist” (ROKSO) is widely used in anti-spam filters by ISPs and webmail companies, including hotmail.com.

In an astonishingly misguided ruling, e360 Insight LLC a Chicago bulk-emailer won damages against spamhaus for being included in the Spamhaus blacklist. Spamhaus disagree on the facts of the case and on the jurisdiction, but did not appear at the US district court of Illinois; non-profit organizations of limited means cannot defend against disputes in all worldwide jurisdictions.

The bulk mailer won the $11.7m compensation, and Spamhaus was found to be in contempt of court after it failed to pay or remove the company’s name from its blacklist.

Furthermore, the order, which is being considered by district judge Charles P Kocoras, proposed that ICANN suspend spamhaus.org’s domain name until spamhaus comes to rule. ICANN has refused the request,


…. ICANN cannot comply with any order requiring it to suspend or place a client hold on Spamhaus.org or any specific domain name because ICANN does not have either the ability or the authority to do so. Only the Internet registrar with whom the registrant has a contractual relationship – and in certain instances the Internet registry – can suspend an individual domain name.

And since the internet registrar in question is likely to be outside the Illinois court jurisdiction, Spamhaus should be safe from the courts ridiculous verdict.

Geographical Jurisdiction over the Internet

The issue of geographical and national jurisdiction over the internet is central, again.
It is absurd that the Illinois court claim legal jurisdiction over a worldwide case. Few organizations have the legal budget to fight hostile legal claims worldwide. Some form of supra-national organization should be given legal juridiction for this type of internet based conflict. Spamhaus’ states

Spamhaus is however concerned at how far a U.S. court will go before asking itself if it has jurisdiction, and is intending to appeal the ruling in order to stamp out further attempts by spammers to abuse the U.S. court system in this way

The particulars of the case exaggerate how badly some local courts approach internet based disputes. A not-for-profit organization like Spamhaus is funded through low service fees from their users, and voluntary contributions by internet companies. Such limited funds do not provide for fighting legal cases in all country and state jurisdictions.

Illinois Court’s Competence on Internet Issues

The courts’s competence seems dubious also. The authority and competence of spamhaus over their anti-spam blacklist has been praised widely by many instititutions. Spamhaus itself states

….The Illinois ruling shows that U.S. courts can be bamboozled by spammers with ease, and that no proof is required in order to obtain judgments over clearly foreign entities…

Resources to Fight Spam

It is annoying to Spamhaus contributors how funds and resources are wasted at the expense of the internet community as a whole. Spamhaus’ non-appearance at the court case is a logical response.

The case mirrors how easily commercial interests manipulate government on Net Neutrality legislation. How Judge Charles Kocoras and the Illinois court fail to balance the bulk mailer’s arguments against pressing public interests, as expressed by the CAN-SPAM act, is beyond me.

[Via

Spamhaus domain name may be suspended – ZDNet UK News,

Illinois local legal commentary of the case here

ICANN Grants Temporary Reprieve to Spamhaus]

[Disclosure: Eucap portfolio companies invest heavily in anti-spam mechanisms. Plus I hate spam]

Google Acquires YouTube at $82 per Unique User

youtube google

Staggering price paid by Google, way over average current portal valuations. Youtube has 20 million unique users a month, so the acquisition price is $82 per unique users, which is high compared to most portals. Yahoo, a high value brand company, only achieves an $86 per unique user valuation.

At the $1650m the YouTube acquisition on its own will not provide Google with a Return On Investment. Though they declare they will keep the Youtube brand separate, extensive “synergies” will have to be found and exploited for the acquisition to create value for Google.

Brin, Schmidt and Page must have a specific monetisation strategy in mind to extract some positive ROI from this acquisition. Straight forward adsense has difficulty achieving high CPMs from the current YouTube design given the lack of effective context for Adsense to detect the right keyword phrases or traffic segmentation.

In spite of extolling the virtuous of internal innovation, Google has succumbed to buying a successful service. As ever, acquiring a successful business comes with a price tag; it is now up to Google to improve Youtube and generate value. This is not the first time Google has found ways to monetize a superior service though; Google Search had no superior business model, originally.

[Via Google Press Center: Press Release]

[Via John Battelle]

Google Changes Innovation Approach: “More Features, Less Products”

google's sergey brin

Maturity is slowly creeping up on Google as it reaches its eighth birthday and its stock market valuation exceeds $100 billion. Disruptive innovation is giving way to incremental improvement; “more features and less products”.

Circumstances have forced Sergey Brin, the master mind behind
Google’s 70-20-10 innovation strategy, to move to a 90-10 approach. Ninety percent standard incremental development, and 10 percent disruptive original products. The problem being that the continuous stream of new products have been badly integrated and are confusing to users. Moreover, Sergey Brin states


“It’s worse than that, it’s that I was getting lost in the sheer volume of the products that we were releasing.”, [Via Los Angeles Times]

As any innovation professional knows, there comes a time when spells of green-hat lateral thinking have to be balanced out with black hat rational ordering. Fertile creative class lists of provocative disruptive ideas, projects and possibilities have to be balanced with a black hat rational execution of ideas. At the end of the day, as corporate management consultants like to point out, it is in the execution, realization and monetization of ideas that companies reach the market.

Even with over 8000 development staff, Google is coming up with more ideas than they can develop and successfully launch. Hacker has to give way to structured software development teams. Like all modern factory production techniques, the structured approach is more productive when it comes to delivering specific projects. Even Linux Open Source development often has a core of hierarchically ordered developers to maintain basic order and quality.

According to Eric Schmidt, Google’s CEO,

“The result occurred precisely because we told these incredible engineering teams to run as fast as possible to solve new problems. But then that created this other problem.”

Sounds like Boston Consultancy Group matrices are to make an appearance at Google, and introduce heavy rationality in their project selection. What next ? Suit and tie instead of T-shirts ?

Tesco.com Online Retailer Increases Sales by Another 30%

The number one online supermarket has announced 28.7% growth for the first half of 2006. Having topped £1000m in turnover in 2005, growth is down slightly from 32% for the year ending 2005, but profits are now over 6% as economies of scale have a bigger impact. Likely sales for 2006 are £1300m (topping €2000m), only behind Amazon for the UK. With full company revenues being £22.7billion, online sales contribute 6% to overall sales.

Tesco has piloted specialized order fulfillment centers, which use state of the art Operational Research Software to optimize a order filler’s pick up route along specialized pallets and shelfs. In addition to advanced automation to manage shelf stock. Order filler staff follow instructions on a wrist worn PDA, to fill several orders at the same time, with a minimum of movement along ailes.

Tesco is rivalling shops like Argos and Ikea by offering home delivery in two-hour slots, instead of half-day ones, and also the option to collect directly from stores.

Tesco has increased the number of CDs and DVDs it offers online to 280,000. With an additional 8,000 products in the lucrative electronics and household appliances sectors. In fact, Tesco is the highest selling household appliances retailer on the Enclick price comparator site. With close to 300,000 products, Tesco has one of the most comprehensive product data feeds on offer among online merchants.

[Via Guardian Online]

[Disclosure: EUCAP is invested in Enclick Ltd]

Google to Phase Out Froogle

froogle

Froogle is being elbowed out of the online price comparison sector. Like or not, the essence of a good price comparator is the quality and depth of its database, and the quality of its search. In my opinion, the google search and google base combination will inevitably see froogle out of the the door.

Meanwhile Google is circumspect about Froogle’s future, stating


G: Froogle is alive and well. We are continuing to integrate shopping and product search features into Google.com to make it as easy as possible for users to find product information through Google. We don’t have any more specifics to share publicly on how this will look down the line but we will make sure to let you know about any developments. [Via John Battelle’s Searchblog: News:

Google is no stranger to failed projects. In fact it thrives on them, using the darwinian approach of beta testing a huge number of potentials and only picking the best and fittest projects.

Emergent Democracy and Viral Marketing: The Pirate Party

george bush

The declining impact of TV advertising is having a positive impact on politics. A billion dollar war chest will no longer guarantee you an elected office. Now you need support from social groups and communities that are hard to influence centrally.

Collaborative filtering sites, like digg.com, del.icio.us, and even Google, are the political battle grounds of the future.
A political candidate will have to gain approval of communities of decentralized, independent and diverse individuals.

Community reputation in these collaborative groups is difficult to buy with money. Political campaigns win or lose by whether their ideas spread, by whether individuals are recommending them. A politician will win if his ideas are new enough, potent enough to spread like viruses. As a leading viral marketing expert explains,


“Your political goals (right, left or center) don’t really change the reality that marketing in politics is changing forever. The idea of a spend-and-burn candidacy is fading (how much more than a billion dollars per cycle can we spend?) and it’s being replaced by a person-by-person, viral approach that relies more than ever on authentic storytelling and worldviews.”
Seth’s Blog: Politics and the New Marketing

The efficient flow of information is giving rise to emergent democracy in politics, just it does to efficient markets in finance. Thus emergent democracy, as recently described by Joi Ito, will see the best representatives appointed to office regardlesss of party and financial backing. Representatives elected for the benefit of the whole, not the few.

Examples of smartmobs overthrowing governments in extreme situations are being replaced with popular ideas disrupting everyday politics to allow open society to self-organize without encumbrance from status quo institutions.

pirate party

An example of such a disruptive flash politics is The Pirate Party (Swedish: Piratpartiet). The party has gained wide support without institutional or financial backing. The idea that has enthused so many is to re-balance the power of copyright and patent laws in favor of the open society needs.

Politics is becoming an efficient market where support is earned through providing value to the community as a whole, and the status quo’s high-context in-groups are loosing their lock on representatives.

Wifi to Receive a Wider Spectrum Range from Military

After many years of fighting for more radio frequency spectrum to be awarded to the public, the UK MoD is looking to unlock a spectrum range from military use. The bandsharing forum, formed on Monday, will oversee the transition and awarding of spectrum for public and corporate use.

Currently, the Bandsharing Forum claims that organisations such as the MoD and the Civil Aviation Authority control more than 40 percent of the most useful radio spectrum. And the majority of the non-military spectrum is awarded to Radio, TV broadcast and mobile phone operators. With a small fraction being open to public, non-regulated, use through Wifi, Wimax and bluetooth technologies.

Wifi and bluetooth technologies have proved that open public use of radio spectrum generates the most value out of the limited resource. The value generated by public wifi use of a fraction of the range is far beyond that generated by mobile phone operators, for instance. Unfortunately, wifi and bluetooth users muster little lobbying power compared to mobile phone operators.

Open spectrum organizations, and the wireless internet commons will be lobbying for some of the new spectrum to be released for open public use.

The key breakthrough of open public radio technology, like wifi, is that it allows all users an equal share of the resource, and manages the contention when users collide on the spectrum. A model first used on the TCP protocol which is the cornerstone of net neutrality on the internet.

More spectrum will allow wifi to increase its range and accomodate more simultaneous users.

[Via Military spectrum eyes civvy street – ZDNet UK
News
]

Youtube: Waiting for Adsense for Videos

youtube

Youtube, the leading video clip sharing service, is creating a lot acquisition rumors with much of the debate centered round its valuation.

youtube

Looking at reach and page view alone, with 10,000m page views a month and double digit growth rate, a billion dollar valuation range, like MySpace’s, is not out of the question.

Fred Wilson offers a $150M estimate for revenues with $15 CPMs. But other opinions are much less optimistic.

The debate of Youtube revenues highlights problems with monetizing video clips.
Jason Calacanis touts a low value for the likely youtube revenues, with
only $20M from junk CPM advertising. Jason’s estimates a $2 CPM for Youtube contextual advertising, arguing that the “dorky” video clips with very little segmentation or keyword context will not earn the higher range $15 CPM’s for quality full context and full segmentation video content.

Similarly Mike Cuban predicts a a dramatic decline from major problems with copyright owners


Considering the RIAA will sue your grandma or a 12 year old at the drop of a hat, the fact that Youtube is building a traffic juggernaut around copyrighted audio and video without being sued is like…. well Napster at the beginning as the labels were trying to figure out what it meant to them

I think the biggest issue is the difficulty of using the Adsense advertising model on Videos. Given that Google’s algorithm works only on text, identifying keywords from video content is ineffective, and hence advertising no longer targets intention or demographics. Categorizing videos manually is not a viable solution, when you have tens of millions of video clips. The only way forward for YouTube is good user tagging.

For Great Innovation Do Not Follow the Money

Both Seth Godin and Guy Kawasaki, doyens of entrepreneurship, agree that great innovation is seldom achieved by pursuing revenue streams. Nor does Peter Drucker centre on money in his guide to the practice of innovation. Advice that rubs against any corporate managers grain (mine included); what business manager is comfortable without his trusty profit and loss spreadsheet ?

The hunt for a disruptive advantage on the market has no easy financial guide. Seth’s view is that the pursuit of money is at the expense of your innovative drive


pioneers are almost never in it for the money. The smart ones figure out how to take a remarkable innovation and turn it into a living (or a bigger than big payout) but not the other way around. I think the reason is pretty obvious: when you try to make a profit from your innovation, you stop innovating too soon. You take the short payout because it’s too hard to stick around for the later one.

Guy cites the pursuit of meaning, and not the pursuit of money, as guiding light in your innovation hunt.

My experience is that innovation hunting requires an artist’s approach to the market, services and products; a total obsession of the subject matter at hand. Like great pianists or painters, the innovator must have talent & training in the art form in question. Most corporate managers have neither the time nor the patience for the learning curve involved.

Denizens of this creative innovator class have, in my experience, different culture and value systems from that found among professional managers. And, in spite initial protests, the MBAs I recruit accept that the creative staff are more prolific and bountiful in launching succesful services.

The irony is that as soon as you execute your idea, you commit to customers, you have salaries to pay, it is all about the cash flow and quality of service. Then financial spreadsheet skills, administrating, and the ability to squeeze the lemon come to the fore.

Nowadays, good corporate management and creative innovation go hand in hand. Successful company cultures, like Google’s, have to accomodate the two contrasting approaches.