Global company IBM seems to have found a way for its employees to get past language barriers and communicate.
IBM employees are currently using text translation software that can instantly convert documents, Web pages, and even instant messages between English and 11 other languages. The software, christened "n.Fluent," is being "crowdsourced" or tested among IBM's 400,000 employees across 170 countries.
As IBMers use n.Fluent, the software learns from its mistakes and improves itself. As the entire company potentially taps into n.Fluent, volunteers within IBM refine each translated word for greater accuracy. In just two weeks this past summer, volunteers tackled around 1.3 million words, averaging around 100,000 per day. Overall, n.Fluent has translated more than 400 million words for Big Blue staffers.
The software works as a plug-in or add-on to other applications, making it fairly seamless to use. Plug-ins translate instant messages on the fly. Text from a word processing document or other presentation is copied into one field of the software, with the immediate translation popping up in another field. IBMers can use n.Fluent on their desktops, laptops, and even smartphones.
This "universal translator" can currently tackle English, Chinese (Simplified and Traditional), Korean, Japanese, French, Italian, Russian, German, Spanish, Portuguese, Italian, and Arabic.
"To become a smarter planet, the world needs a shared vocabulary for collaboration -- particularly the business community," said David Lubensky, an IBM researcher managing the n.Fluent project, in a statement. "We see n.Fluent as just such a tool, helping to expand commerce, cement relationships and make the world that much smaller, one word at a time."
Of course, free language translators, such as Google Translate, are already available. But IBM sees n.Fluent as a better alternative. The software is more secure as it runs behind a firewall. It's also adept at handling business jargon. Right now, n.Fluent is only being used internally. But like many of IBM's research projects, it's likely to find a home outside of Big Blue's walls.
IBM spokesman Ari Fishkind said there's no fixed date as to when it might be available externally. "It would be a reasonable assumption that there's a demand in the market for a translation tool that has very good security," he said. "And also this kind of tool is uniquely tuned for a business environment that has almost a language in itself."
Other language translation tools can convert individual words. Key to n.Fluent's success will be how it handles entire sentences and paragraphs as well as colloquialisms. But the company's field tests are geared toward those goals.
"The whole point is to continually refine the idioms and the syntax and the context by people who use the language every day," said Fishkind. "And that's part of this crowdsourcing idea where hopefully at the end of the day we're going to have a system that is not only intelligible but also fluent and fluid."
Sony is planning a new online store a la Apple's iTunes, but with a few twists.
Announced at a strategy meeting in Tokyo on Thursday, the new service will hawk music, movies, books, and other downloadable content geared for its various electronics, including TVs, mobile phones, music players, and computers.
The service, which Sony aims to launch next year, will link the company's devices and digital content that it produces--setting it apart from other online stores.
"That's the kind of combination that I think is not seen anywhere else," Kazuo Hirai, Sony executive vice president for networked products and services, said in an interview with the Associated Press. "That I think is where our core competence lies, and that's a differentiator for Sony."
Hirai also spoke about the new service with BusinessWeek, saying that it won't just sell products but also tap into social networking by letting people upload their own photos or videos and connect with each other.
"It's not just access content, stream it, and enjoy," Hirai told BusinessWeek. "What are your friends watching right now? There's a screen that says all the programming that's available. It highlights all the things that your friends are watching, for example. It's a community experience."
Called the Sony Online Service for now, it will model itself after the company's successful PlayStation Network, a free service that has captured 33 million registered users who download movies, access social networks, and grab games for the PS3 and portable PSP console. Hirai said that gamers will be able to access the new online service directly through their PlayStation Network accounts.
Of course, Sony has been down this road before in 2005 with its late Sony Connect music service. The aborted iTunes clone was done in by internal politics and a failure to connect with consumers, forcing the company to shut it down in 2007.
But with a new, more cohesive management team put in place by CEO and president Howard Stringer, Sony is hoping to avoid the in-fighting that helped kill Connect.
Sony needs a shot in the arm at this point. Though the company pioneered the portable music concept 30 years ago with its Walkman, it has struggled to compete in the Digital Age. Continuing a string of quarterly losses, Sony took a $292 million net loss in its recent second quarter. Despite cost cuts and layoffs, the company is projecting a total loss of $1.3 billion for the full fiscal year.
Electronic Arts has closed the door on its game developer unit Pandemic Studios.
EA shut down Pandemic as a separate unit on Tuesday, laying off 200 employees, according to published reports, but moving a small core team to EA's Los Angeles headquarters. Those exiting include Pandemic's two founders, Andrew Goldman and Josh Resnick.
An Electronic Arts spokesperson confirmed the news to CNET, but called it a consolidation rather than a closing, saying that the company merged Pandemic with EA's nearby LA campus. The core team of developers integrated into EA will continue to work on Pandemic properties.
An internal memo by EA Games Label Senior Vice President Nick Earl also confirmed the closing, as reported by the Web site Kotaku.
"I want to make it clear that the Pandemic brand and franchises will live on," wrote Earl in the memo. "In the months ahead, we will announce plans for new games based on Pandemic franchises. This type of change can be difficult. But the situation calls for us to act decisively, to take control of our destiny and to run a stronger, more focused development operation. That's how we will continue to make great games in our LA studios."
The EA spokesperson also confirmed that the Pandemic brand and franchise are still alive and well, and that EA is still very committed to it.
Started in 1998, Pandemic Studios was later bought by Electronic Arts in 2007 as part of a deal for which EA paid $860 million for both Pandemic and Bioware. Pandemic is behind the design of many popular titles, including Star Wars: Battlefront, Mercenaries, and Full Spectrum Warrior. The studio's most recent game for EA, The Saboteur, will hit stores next month.
On the plus side, Bioware seems in little danger of closing. With its slew of blockbuster games, such as Mass Effect and Dragon Age: Origins (which triggered more than a million downloads of premium content in its initial week), Bioware has proved to be one of EA's more successful studio purchases.
Hit by weak game sales, EA has been hurting since last year when it warned that 2009 would be a tough one. The company said at the time that it would need to cut staff, trim product lines, and close studios. EA initially announced job cuts of 10 percent of its workforce, then later revised that to 11 percent. In January, EA also jettisoned Pandemic's studio in Brisbane, Australia.
Electronic Arts has indeed struggled this fiscal year, announcing higher losses and lower sales for its first quarter and again for the second quarter, ended September 30.
The continued downturn forced the company earlier this month to announce additional job cuts of 1,500 employees beyond the initial 11 percent. With the layoffs scheduled to occur by March of next year, the game maker hopes its actions will trim annual expenses by at least $100 million.
"Laying off employees and closing facilities is never pleasant--we have a lot of compassion for those impacted--but these cuts are essential for transforming our company," said EA CEO John Riccitiello in an earnings call following the announcement of the cuts.
Correction at 4:50 a.m. PDT November 18: Cammie Dunaway incorrectly described Wii's October sales figures compared with other next-generation game consoles. Wii sales were nearly the total of its rivals combined.
Stung by lower Wii sales and a couple of down quarters, Nintendo may be a bit off its game this year. But Cammie Dunaway, Nintendo of America's executive vice president of sales and marketing, keeps focused on the company's strengths and positive numbers.
The recession and a paucity of blockbuster titles have taken a bite out of the overall video game industry this year, with revenue down from record levels in 2008. Nintendo certainly hasn't been immune. For the first half of the year, earnings fell about 50 percent from 2008, while Will sales dipped.
In the midst of this atmosphere, I spoke on Thursday with Dunaway, known to many video game buffs for her high-spirited appearances at E3.
Though I asked Dunaway about the company's revenue decline, lower console sales, and potential competition, she continually championed Nintendo's assets, including its Wii and DS consoles and recent popular games like Wii Sports Resort and Wii Fit Plus, as well as new titles like Super Mario Bros.
Dunaway's optimism about Nintendo may have been borne out by the latest results. Though overall video game revenue fell in October, the Wii bounced back to recover its spot as the top selling console, according to NPD.
Last month, Nintendo sold 507,000 Wiis, compared with 320,600 Sony PlayStation 3s and 249,700 Microsoft Xbox 360s. Coming in second in video game hardware sales was Nintendo's portable DSi and DS Lite, with gamers scooping up 457,000 units.
Four of Nintendo's titles also did well in October, finishing in the top 10. The company sold 232,000 copies of Wii Fit Plus alone, and 209,000 of Wii Fit Plus bundled with the Balance Board. Wii Sports Resort scored with 179,000 copies sold, while Kingdom Hearts 358/2 Days for the DS found 169,000 new customers.
I spoke with Dunaway by phone before before NPD released the October sales figures. But she certainly knew ahead of time that the numbers would look good for Nintendo.
Q: The question on everyone's mind is Nintendo's performance this year. For the first half, earnings were down about 50 percent. Sales for the Wii have dropped. Your president, [Satoru] Iwata, recently admitted that sales of the Wii have stalled. What do you pin as the reasons for this downturn, both for the company and for the Wii itself?
Dunaway: Let's talk about the U.S., and let's break it down into the separate platforms. So, speaking first about the Wii--what's important to understand is that in 2008, we sold 10 million units of the Wii, which was a record for any console ever in history. And so it's a high mark.
What's also important to understand is that the pacing of our software this year was quite different than it was in 2008. In 2008, our big titles were released early in the year. And this year's huge title, released a few weeks ago in October, Wii Fit Plus, is doing quite well. And then arguably, the largest title of the year, New Super Mario Bros. for the Wii, only releases Sunday [November 15]. So we believe that going into the holiday season, consumers will continue to look for the products they see as representing the best value and the most fun.
Now on DS, we also had a record setting year last year, selling over 10 million units, and we are actually 16 percent above that pace year-to-date in 2009. So the combination of DS Lite and our new product DSi is really resonating with consumers.
Then on software, here in the U.S., our software for both Wii and Nintendo DS is actually up over a year ago. So despite the fact that our big titles are yet to come, we still have had a good year overlapping a tremendous year with our software.
Can you talk about some of the new titles Nintendo has in store for the holidays and next year? You mentioned Super Mario Bros. is a key title for the holidays. Are there others?
Dunaway: Looking to some of the additional titles for the holidays, New Super Mario Bros., for the first time enables four people to play a Mario game together. And it is going to be something that provides tremendous challenge to experienced gamers, and something a brand new gamer can jump in with their friends and family and enjoy. So that one will be a monster hit.
We also on the DS side have a new Zelda title--Zelda Spirit Tracks--coming on December 7. And Zelda titles are always strong performers, and it's a franchise that loyalists look forward to, line up to get copies of. And it's a title that we also think expanded market consumers will enjoy because of its heart. It's really about solving puzzles and going on an adventure, which is something that really anyone can have a good time doing.
Then as we go into next year, while we haven't announced timing, we have announced that we'll be launching a new Pokemon Gold and Silver, which has broken all records on its launch in Japan. [We're also launching] a title that will be great for loyalists called Sin & Punishment and a title called Endless Ocean that really provides a wonderful family experience on the Wii.
... Read more
Cisco Systems has bumped up its buyout offer to $3.41 billion for video conferencing company Tandberg.
The network giant's initial bid received a thumbs down from most of Tandberg's shareholders, who felt the initial $3 billion offer undervalued the company.
So far, more than 40 percent of Tandberg's stockholders, which includes investment firm OppenheimerFunds and Norwegian government pension fund Folketrygdfondet, have pre-accepted the new offer.
Cisco announced on October 1 that it was pursuing a $3 billion cash takeover of Tandberg, a major global supplier of video conferencing equipment with dual headquarters in Oslo, Norway, and New York City.
Increasingly important to companies looking to cut travel costs, teleconferencing is considered a growth industry. Cisco wants a bigger piece of that pie, and analysts didn't expect it to give up on Tandberg too easily.
The new bid expires December 1. Cisco said that if the bid isn't accepted by that deadline, it will withdraw the bid and look at other ways to expand its reach in the video conferencing market.
Cisco has been on a tear lately buying smaller niche companies, taking over a few firms earlier in the year and recently announcing plans to gobble up security software firm ScanSafe and wireless equipment maker Starent Networks.
(Credit:
Intel)
Intel is doing its part to help people with sight or reading disabilities enjoy the written word.
The company announced on Tuesday the debut of the Intel Reader, a handheld text-to-speech device that can read any printed text aloud to those who are blind or have difficulties seeing or reading.
The Atom-powered device uses a high-resolution camera to capture images of any printed text, which it then converts into digital format to read out loud. The Reader can be used as a standalone device to snap pictures of text. But paired with Intel's Portable Capture Station, which can hold the Reader in place, the device can grab huge amounts of text, such as an entire book, according to Intel.
"We are proud to offer the Intel Reader as a tool for people who have trouble reading standard print so they can more easily access the information many of us take for granted every day, such as reading a job offer letter or even the menu at a restaurant," said Louis Burns, vice president and general manager of Intel's Digital Health Group, in a statement.
A check at some of the retailers selling the Intel Reader revealed its base price to be $1,499, with the Portable Capture Station an additional $399.
Weighing one pound, the Reader is the size of a paperback book. The tactile buttons and voice-operated menus that control the device have been designed so sightless people can use it, Intel said. Individuals with poor vision can also zoom in or out of the display and increase the font size of its text.... Read more
Kindle book buyers can now read their books right from their PCs without having to buy a Kindle reader.
Amazon onTuesday made available its new Kindle for PC, free software that lets Kindle customers read their e-books on tablet PCs, Netbooks, notebooks, and other personal computers.
The software can be downloaded from the Kindle for PC page. The quick installation sets up the reader application, prompting you to log in and register with your Amazon account or create a new one. After logging in, you can download books that you've already purchased at the Kindle store or click on a link to buy new ones.
Microsoft had demonstrated the Kindle for PC software at its Windows 7 launch event in New York last month.
(Credit:
CNET News/Lance Whitney)
Kindle for PC offers many of the options you'll find on a Kindle reader. You can increase or decrease the size of the font and change the width of the page and words per line. You can navigate from one page to another by clicking on the Next or Previous Page arrows or by using the scroll wheel on your mouse. You can jump to a specific page, such as the cover, table of contents, or last page read, and bookmark a specific location for future reference. You can also read notes and highlights created on your Kindle device, but you can't create them on Kindle for PC yet.
People with a Windows 7 multitouch PC can zoom in or out of a page by pinching it with your fingers.
Amazon has also tapped its Whispersync technology to automatically save and sync bookmarks across multiple devices. So you can read a book up to a certain page on your Kindle device and then automatically jump to that same page on your PC to resume reading where you left off.
"Kindle for PC is the perfect companion application for customers who own a Kindle or Kindle DX," Ian Freed, vice president, Amazon Kindle, said in a statement. "Kindle for PC is also a great way for people around the world to access a huge selection from the Kindle Store and read the most popular books of today even if they don't yet have a Kindle."
Amazon plans new features for the next edition of Kindle for PC. The company said it will offer the ability to create notes and highlights, search for words or phrases in your books, and click on an image to zoom in or rotate it.
With the launch of Kindle for PC, Kindle books can now be read on Kindle readers, the iPhone, the iPod Touch, and personal computers. Kindle for the PC is compatible with Windows 7, Vista, and XP. A Mac version is coming soon, promises Amazon.
I love upgrades. But I hate upgrade discs and upgrade pricing. Let's find a way to do away with both, or at least make the upgrade transaction a bit cleaner.
Operating system upgrades
The reason I'm writing this column won't be a surprise to anyone one who follows technology: Windows 7. I bought the upgrade disc (on the pre-order special price). When it arrived, I started the upgrade process for my Vista desktop. Knowing that the disc was licensed only to upgrade an existing Windows installation, I pressed the big button for a "Custom" installation and the disc set up my computer more-or-less cleanly with Windows 7. What I really wanted to do was re-format my hard drive and start from a blank slate on my computer, but I was afraid to do that since I thought the disc would see that as a non-upgrade install and not work.
Eventually, I did it anyway, thanks in part to the confidence I got from other users who had found ways to install an upgrade disc to fresh PC. I re-installed Windows 7 on the computer and asked the installer to format the disc first. It did, it installed Windows 7, and two days later I nervously entered my license key for Windows to authorize itself. Which it did, no problems. I didn't have to resort to any hacks. Hats off to Microsoft for doing what it should have. But my fear about the upgrade did cause me some nerves, and is also the reason I did the "custom" or semi-clean upgrade in the first place, which turned out to be a waste of valuable time.
I'm also peeved that I had to pay for this for this upgrade. Wasn't running Vista for two years payment enough? That OS was patched and upgraded numerous times while I was running it, at no cost to me. Windows 7, while a better experience, is still clearly Vista with problems fixed and an improved interface. I don't feel I should have to pay for again.
Then there's OS X Snow Leopard, another upgrade I paid for. Sure, it was only $29, but what did I get? Nothing that's made a tangible difference in my Mac experience. My Macbook runs very well now. It ran very well before I did the upgrade, too. There are nice new features, but they're incremental.
How many times can operating system vendors charge users for offering the same fundamental benefit on the hardware that they already own?
Here's what I propose: no more OS upgrade pricing. Vendors, make your money for each new machine that runs your OS, either up front when the OS is installed on the machine (easy for Apple, which makes 99.99 percent of the machines that run the Apple OS), or by letting customers subscribe to operating system upgrades as an ongoing service. The OS subscription model is probably a better bet for business customers on the Windows side. On OS X, it could be part of Apple Care. When users retire a machine, they can end the subscription and get a pro-rated portion of their money back.
So much of what you pay for with an OS is ongoing maintenance and security updates anyway, I don't see how a reasonable subscription fee would be a stopper for reasonable users, assuming the total cost for the subscription was about the same as the cost for buying the operating system license outright.
It's time to recognize that the Webware, or software-as-a-service model, can work for installed software, especially now that we've become accustomed to paying subscription fees for almost every digital asset we use (examples: Web apps, mobile phones, cable TV boxes, multiplayer games). We need ongoing vendor support for an OS anyway, so why not level out the expense?
Sure, OS makers don't get the big revenue spike when they ship a major new version. But they do get a predictable revenue stream, and as machines age and people replace them, and as new machines are built and bought, they can still make enough money. And market forces would, I would hope, keep prices competitive. (If we end up paying more for our OSes, I will be first in line to tar and feather myself.)
Application upgrades
There's another form of upgrade that I find vexing: the major app upgrade. I'm looking at Microsoft again here, with its Office upgrades, but also at Adobe and many other software vendors that offer upgrades at retail for existing users of their products.
These upgrade prices are often so low in comparison to new-user prices that they encourage users to find workarounds, legal and not, to get the deals. One co-worker, for example, once acquired Photoshop by buying an upgrade version online, and a leftover, older version at a local computer store, just so he could install the older version and upgrade it. Legal? Sure. Ridiculous? That, too. With new-user pricing for major apps being so high, it's no wonder that people will go to lengths to get the cheaper upgrade path... and then be stuck with having to install two apps to do the job of one.
Here's a better idea: Sell software at a reasonable price. And take the upgrades off the shelves. Instead, offer upgrades to apps exclusively from within the apps themselves, to current users of the apps, and deliver the code over the Net. Users might pay the same for major software upgrades, but the upgrade discs won't be floating around telling new users that they're being taking for a ride when they want to buy the app for the first time. Hopefully this could help vendors actually lower prices and get their apps in the hands of more customers.
I was surprised to hear from a Microsoft exec that the issue with in-place full version upgrades is more technical than economic. Chris Bryant, director of Office Product Management, told me that building an upgrade path into an app requires a clear vision of the future of the app so the upgrade framework will work (which doesn't quite explain how major service pack upgrades are possible). The reason I expected to hear--that retailers wouldn't benefit from the upgrades--he said didn't necessarily hold, since Microsoft has methods to track who sold an installation of the software first, and can credit that seller for revenues from in-place upgrades.
These are just a few ideas, and I'm aware they're far from perfect solutions. But upgrade discs cause consumers confusion. There are ways to give users and companies the same benefits in cleaner packages.
Say Tweetie, and most folks think: "I tawt I taw a puddy tat."
But as a social-networking kinda guy, Tweetie is the name of my favorite iPhone Twitter app.
Tweetie lets you access all the standard Twitter features on your iPhone. You can see and respond to the tweets you follow, post your own tweets, and search for tweets by keyword.
Tweetie has always offered a clean, simple interface. But with its newly-redesigned version 2.0, the app is even friendlier. The buttons to tweet, check mentions of your name, send a direct mail (DM), and search for tweets are now within easy access at the bottom of the screen.
Checking your own profile is also smoother. A single Profile screen displays your bio, location, and URL, as well as the number of your followers, those you're following, tweets, and favorites. Tapping on a category like Followers displays the names and photos of all the people tracking your tweets.
Tweetie 2.0 also sports a neat, new feature to let you update the list of tweets that you follow--simply drag your finger down the screen, and the newest tweets appear at the top with a pop.
Tweetie provides its own interface for viewing Web pages and other linked content in a tweet. Courtesy of the iPhone 3.0 update, the interface works in both portrait and landscape mode and offers options to view the page in Safari, e-mail a link to the page, or repost the link in your own tweet.
Options are plentiful when creating your own tweets. Like Twitter, Tweetie keeps track of every character you type, so you know when you're approaching that 140-character limit. You can attach photos or videos to your tweets, either by snapping them with the iPhone camera or grabbing them from your library. Your followers can then view them on yFrog, a site that lets you share images and video via Twitter.
Geotagging is another hot trend that Tweetie offers. You can add a Google Maps link to your current location in a tweet and search for other Twitter users in your area.
Like several other iPhone apps, Tweetie ran into trouble earlier this year with the Apple police, who initially denied approval of its 1.3 version over alleged naughty words in its Twitter Trends feed. Of course, Tweetie is just a conduit that displays whatever appears on Twitter, so it's ridiculous to ding the app for the content. Fortunately, Apple eventually OK'd the update, and it's been smooth sailing for Tweetie since then.
The Apple's App Store is loaded with other Twitter apps, and I've tried a variety of them--both free and paid, including Twitterrific and TweetDeck.
Twitter fans all have their own preferences. You can even vote for your favorite Twitter app.
But Tweetie is the app I've stuck with the longest, and the one I heartily recommend.
Tweetie 2.0 will set you back $2.99--even those of us who migrated from Tweetie 1.0 have to pay for the new edition. But the upgrade is well worth it. Tweetie 2.0 requires iPhone OS 3.0 or higher and is compatible with both the iPhone and iPod Touch.
Google claims more than 2 million businesses and 20 million people have switched to Google Apps, a movement the company is touting through its expanding "Gone Google" marketing program.
Google's official blog on Monday put in a plug for the ongoing flow of companies that have adopted its services, including not just Google Apps, but also the Postini spam filtering and Google's Enterprise Search Appliance.
In August, Google asked customers to tweet the benefits of using its online apps and services, and now the company has gathered together those tweets in its GoogleAtWork Twitter page.
Through its "Gone Google" marketing campaign, the company has been able to relate the stories of corporate customers who have switched to Google Apps and "no longer have to deal with the hassles of managing e-mail servers or rolling out software updates."
The "Gone Google" campaign has also included billboard advertising in high-traffic spots like airports and train stations. Pleased with the results, Google said it's expanding the campaign to other countries, including the U.K., France, Canada, Japan, Australia, and Singapore.
With a portfolio that includes Google Docs, Gmail, and Google Calendar, Google Apps has been adopted by more large businesses in need of software that costs less and is easier to maintain. Converts to Google Apps include Motorola with 20,000 users, Genentech with 16,300 users, and Valeo with 30,000 users.
Google has also been more creative in nudging businesses toward its services. As one example, the company's Apps Sync for Outlook plug-in lets users keep Outlook but move away from Microsoft Exchange.
Even Google's response toward advertising has been evolving. In the past, the company has typically avoided promoting its own services, relying more on word of mouth to grow its search and ad businesses. But it's recently become less shy about tapping into the ad market, using TV, billboards, and other unique arenas to tout Google Apps and its Chrome browser.
