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To: Lizzie Tudor who wrote (26197)11/9/2005 1:40:41 AM
From: Glenn Petersen  Read Replies (1) | Respond to of 57684
 
Two internal memos authored by Gates and Ozzie leak out of Microsoft:

Internet Services Crucial, Microsoft Memos Say

By JOHN MARKOFF
Published: November 9, 2005

SAN FRANCISCO, Nov. 8 - Microsoft must fundamentally alter its business or face being at a significant competitive disadvantage to a growing array of companies offering Internet services, according to memorandums written by two of the company's top executives.

Last week, Microsoft, the largest software maker, announced that it would offer two new Internet services - Windows Live and Office Live - in response to companies including Apple, Google, Salesforce.com and Yahoo that have created new businesses based on direct Internet connections with users.

In separate memos distributed internally to senior executives on Oct. 30, Microsoft's chairman, Bill Gates, and a chief technology officer, Ray Ozzie, warned that the new "Internet services" era could be significantly disruptive for the company.

The memos were obtained on Tuesday afternoon by The New York Times. A Microsoft spokesman confirmed their authenticity, but would not comment on their substance.

They point to a variety of threats to Microsoft's Windows and Office franchises, from advertising-supported Internet businesses like those being pursued by Google and Yahoo to, as Mr. Gates notes, a new "grass-roots adoption and popularization model" that has made it easier for start-up companies to reach large audiences at low cost.

The document written by Mr. Ozzie, titled "The Internet Services Disruption," criticizes Microsoft for moving too slowly to capitalize on technologies it developed and for failing to capitalize on industry trends.

He cites Microsoft's failure to adequately pursue a technology known as Ajax - which makes it possible for Internet-based applications to mimic the appearance and responsiveness of desktop PC programs - as a clear case of company sluggishness.

He also noted that the company was slow to move ahead on Internet searching, even after Mr. Gates gave a speech in 1991 predicting "information at your fingertips."

"We knew search would be important," Mr. Ozzie wrote, "but through Google's focus they've gained a tremendously strong position."

The memo acknowledged an earlier effort by Microsoft to shift its strategy that led to the Justice Department's antitrust lawsuit of the late 1990's.

"We will design and license Windows and our Internet-based services as separate products, so customers can choose Windows with or without Microsoft's services," Mr. Ozzie wrote, indicating that the services would have software connections so that "competing services can plug into Windows in the same manner as Windows services."

nytimes.com



To: Lizzie Tudor who wrote (26197)11/9/2005 7:49:29 PM
From: stockman_scott  Respond to of 57684
 
The Venture Capital Squeeze

paulgraham.com



To: Lizzie Tudor who wrote (26197)11/9/2005 10:27:53 PM
From: stockman_scott  Respond to of 57684
 
What Google Automat could mean for other media

siliconbeat.com

In discussions with folks about the Google Automat story, there's much handwringing that Google's foray into online classified ads, if true, is bad, bad, bad news for newspapers and other media that rely on classifieds. But what about another scenario that is not necessarily so dire and which actually might be a plus? Consider a world where Google aggregates a big chunk of the classified ads and then lets publishers carry them on their Web sites. Both parties split the revenue. That's how Google's AdSense works now, and the model logically extends to classified ads, as well.

Taken a step further, imagine a world where a newspaper outsources all its classified advertising to Google in return for a revenue split. Although their overall revenue might be lower, newspapers could shed significant labor costs with such a move. Newspaper execs (and labor leaders) would likely cringe at such a scenario. Who wants to lose control over a key revenue stream? But it's the Internet companies that are defining the economics of the ad industry these days.

We're not the only ones thinking along these lines. LiveDeal, the Santa Clara classifieds start-up, announced a program today called AdShare. LiveDeal describes it as a "turn-key program that enables media companies to instantly launch branded online classifieds web sites -- complete with photos, e-commerce and email capabilities -- at no cost via LiveDeal's online classifieds platform...LiveDeal creates a free media-branded classifieds web site for its AdShare partner powered by the LiveDeal online classifieds platform...pre-populated with local listings from LiveDeal's extensive customer base. The web site includes the partner's logo, brand and URL -- e.g. "www.YourBrand.com."

Most LiveDeal classifieds are free. But LiveDeal media partners could earn "revenue on listing upgrades and lead generation programs,'" the company said. "Media companies can instantly start cross-selling online advertising, up-selling traditional print advertisers to online listings, and enjoy new revenue streams through online pay-per-lead programs in the highly lucrative automotive, real estate and employment verticals."

It's a new world.
__________________________

Posted by Michael Bazeley on November 9, 2005 05:45 PM



To: Lizzie Tudor who wrote (26197)11/9/2005 11:58:43 PM
From: stockman_scott  Respond to of 57684
 
Internet Search Start–Up Sproose Receives Seed Funding
______________________________________________________

Names Silicon Valley Bank Founder Roger V. Smith to its Board

Danville, California -- November 7, 2005

Sproose, Inc. today announced that it has received seed funding from several angel investors. Sproose was founded by Bob Pack, who in 1998 helped launch NetZero, where he served as V.P. Sales.

The money will be used to continue development of the Sproose proprietary “Knowledge Rank™” Internet Search Technology. The company's search personalization software has been in development for almost a year and will offer consumers an innovative way to obtain accurate, personalized Internet search results. Sproose is also developing Social Networking Technology to link users together and share search results. According to Bob Pack, the company's founder, “The Sproose technology is a natural progression in the way people will search for information on the web.”

Sproose additionally announced that Roger V. Smith, founder and former President and CEO of Silicon Valley Bank, has joined its Board of Directors. Bob Pack, Sproose founder, President and CEO, says, “Having someone of Roger's caliber on the board brings the company great credibility and expertise in several areas. Roger has a tremendous business background and is a fine person. It will be a pleasure to work with him as we grow the company.”

The Sproose website is at sproose.com



To: Lizzie Tudor who wrote (26197)11/10/2005 12:06:31 AM
From: stockman_scott  Respond to of 57684
 
Security software taps human touch

seattlepi.nwsource.com

By JOHN COOK
SEATTLE POST-INTELLIGENCER REPORTER
Wednesday, November 9, 2005

At a technology conference in Las Vegas last month, Issaquah-based BioPassword agreed to offer $10,000 to anyone who successfully accessed a computer by typing a specific user name and password.

The task seemed easy enough, though 1,200 people failed to get by the company's keystroke authentication system. In fact, BioPassword was so confident that its software could identify unauthorized typing cadences that it upped the prize on the last day of the conference to $100,000.

"No one even came close," bragged Chief Executive Mark DiSalle, whose company's software authorizes or denies access to computers by the way people type.

DiSalle, who bought the BioPassword technology for $500,000 in a bankruptcy sale three years ago, believes keystroke analysis is the future of computer security.

And the 52-year-old former Hollywood movie producer -- whose film credits include "Bloodsport," "Kickboxer" and "Street Knight" -- is pulling in some deep-pocketed investors who agree.

Today, BioPassword is announcing $8 million in a second round of financing from Ignition Partners and OVP Venture Partners, bringing total financing in the privately held company to $13.5 million. As a result of the investment, Ignition's John Connors and OVP's Lucinda Stewart will join the board.

BioPassword's technology may sound futuristic, but DiSalle said its roots can be traced to Morse code operators in World War II who figured out how to determine message senders based upon tapping patterns. In extensive military and intelligence studies, DiSalle said it was "proved that everyone has a unique typing rhythm."

The Stanford Research Institute picked up the research in the 1970s and 1980s, receiving a patent related to keystroke dynamics. That patent was acquired by NetNanny Software in 1989, the Bellevue software company whose assets DiSalle bought in November 2002.

DiSalle, who set up a small investment firm after moving to Seattle in 1994, said he was blown away by the technology when he discovered it three years ago.

"To me, the vision I saw was it being used everywhere: over the Internet, at enterprise," DiSalle said.

"Because the technology started with one finger with Morse code, the future of the technology goes beyond keyboard -- it goes to cell phones, PDAs -- anything you can really type, touch or tap our technology can play with."

So far, the company is targeting financial institutions and health care organizations, with about a dozen customers paying $20 to $30 per work station and an annual maintenance fee.

BioPassword, which has grown from seven to 56 employees in the past year, introduced its first product earlier this year. A second version will be released in December, with DiSalle saying that there is a "tremendous pipeline of customers."

He declined to disclose names, other than Ontario-based Musicrypt Inc. which uses the software to authenticate who downloads digital music files at radio stations.

Protecting computer networks from unauthorized users is big business, with Ignition's Connors placing the market opportunity at about $4.5 billion.

However, a study conducted last year by the Computer Security Institute and the FBI found that the number of cybersecurity breaches is on the decline. Only 53 percent of companies experienced unauthorized use of computer systems last year, the smallest percentage since the study began in 1999. And total losses attributed to computer security breaches fell to $141 million in 2004 -- down from $202 million in the previous year.

Connors, the former chief financial officer at Microsoft, said those trends -- while positive for computer users -- do not mean that BioPassword is entering a shrinking market.

"It is clearly a market that, with the right technology, will grow," said Connors, who became aware of BioPassword after former Microsoft Chief Security Officer Greg Wood joined as chief technology officer earlier this year.

Connors said the company has advantages over other security technologies -- such as smart cards, fingerprint readers and iris scans -- because it is cheaper and easier to deploy.

The software also has an advantage in providing a second layer of security for passwords -- the most common authentication technique, Connors said.

"The notion that you can still use user ID and passwords, but you get a second form of authentication -- without the user having to keep a smart card, without the user having to keep a set of passwords or without the user having to remember which pet he told you he liked the most -- is really attractive," he said.

Connors said he could envision content companies, such as The Wall Street Journal, using the technology to make sure that authorized subscribers are logging onto the news site. He also imagines possible applications for e-commerce Web sites, automated teller machines or remote access to computer networks.

Because BioPassword is software-based, DiSalle said the company easily can deploy over the Internet at costs that are up to 20 percent cheaper than competing biometric systems.

He also said the technology is secure, with just 0.04 percent of people who know a password able to gain access. It works by measuring how long typists spend on individual keys and the time between pressing the next key.

To activate the software, DiSalle said computer users must initially type a password 10 times in order to set keystroke patterns.

Stewart, who spent months analyzing the company, said BioPassword has a unique approach to a big market.

"There is no one else that we know of who is doing it, and given our patent position, we feel pretty good about it," she said.

Judith Collins, an associate professor of criminal justice at Michigan State University, was unaware of the BioPassword technology. But she said biometric technologies, which she defined as those that analyze a person's DNA, hold much promise.

"Biometrics has been talked about for a long time, and I think it is improving," Collins said.

"It is coming, but it just can't get here fast enough."

In fact, last year's Computer Security Institute / FBI study found that only 11 percent of companies used biometric technologies for computer security -- far below other techniques.



To: Lizzie Tudor who wrote (26197)11/10/2005 3:58:19 AM
From: stockman_scott  Respond to of 57684
 
Leaked Microsoft Memos Highlight Perceived Threat From Google
________________________________________________

The Microsoft-Google rivalry certainly isn't news, but technology guru Ray Ozzie's comments were the most specific to date on the threat Microsoft sees in the search leader. Bill Gates also had much to say about competitive threats in another memo.

By Gregg Keizer
TechWeb.com
Nov. 9, 2005
informationweek.com

An email from Microsoft chairman Bill Gates and a related memo from Ray Ozzie, one of the software giant's three chief technology officers, have been leaked onto the Web. The documents are kicking off intense interest in the company's apparent internal discussions about missed opportunities in the wake of Google's success.

The Ozzie memo, and Gates's email, can be found on Dave Winer's blog.

"While we continue to make good progress on many fronts, a set of very strong and determined competitors is laser-focused on Internet services and service-enabled software," Ozzie wrote in the memo directed at Microsoft's executive staff. He then singled out several rivals, Google in particular.

"Google is obviously the most visible here, although given the hype level it is difficult to ascertain which of their myriad initiatives are simply adjuncts intended to drive scale for their advertising business, or which might ultimately grow to substantively challenge our offerings," he continued. "We knew search would be important, but through Google’s focus they’ve gained a tremendously strong position."

The Microsoft-Google rivalry certainly isn't news -- the recent Microsoft launch of its Windows Live and Office Live services were seen as direct response to Web-based, service-oriented vendors like Google -- but Ozzie's comments were the most specific to date on the threat Microsoft sees in the search leader.

Ozzie also acknowledged that Adobe leads in the electronic document format battle, a fact he bemoaned. "For all its tremendous innovation and its embracing of HTML and XML, [Microsoft] Office is not yet the source of key web data formats – surely not to the level of PDF."

There, too, Microsoft has recently taken steps to position itself in more direct competition. A month ago, Microsoft said that its next application suite, dubbed Office 12, will include a Save As feature to export documents in Adobe's PDF format.

"While we’ve led with great capabilities in Messenger & Communicator, it was Skype, not us, who made VoIP broadly popular and created a new category," Ozzie continued. "We have long understood the importance of mobile messaging scenarios and have made significant investment in device software, yet only now are we surpassing the Blackberry." Ozzie also named some of the usual suspects, citing Apple, for example, and its iPod and iTunes as a slick integration of hardware, software, and services.

But he also warned that Microsoft faces competition from startup efforts like GoToMyPC, and more importantly, from grassroots adoption of technology that essentially sidesteps the company's traditional methods of pushing products into the enterprise via software licensing.

"Products are now discovered through a combination of blogs, search keyword-based advertising, online product marketing and word-of-mouth," Ozzie wrote. "Even enterprise products now more often than not enter an organization through the Internet-based research and trial of a business unit that understands a product’s value."

"More than anything, this involves the leading-edge users, that body of technically adept and adventurous people who help spread technology by grabbing it off the Internet," said Rob Helm, an analyst with Directions on Microsoft. "But Microsoft doesn't have as big a share of that group as its size would indicate. Microsoft has to get into that group."

To reach those users, Ozzie said Microsoft will need to revamp its Web sites, rethink its products, and in some cases offer up software or services for free.

"Products must now embrace a 'discover, learn, try, buy, recommend' cycle – sometimes with one of those phases being free, another ad-supported, and yet another being subscription-based," Ozzie wrote. "Products must be easily understood by the user upon trial, and useful out-of-the-box with little or no configuration or administrative intervention."

That's not as big a change as some might think, said Helm. "This is something that Microsoft has done before -- take the example of desktop search, which was once to be a part of Windows, but was broken out and made free -- but the company's decided it's time to ratchet it up.

"Ozzie is definitely headed in the right direction," Helm went on. "The question is, can he [and Bill Gates] make the company follow them? It's a different ball game than in 1994, when Gates put out his famous memo about the Internet. It's not just the difference in Microsoft's size today compared to '94, but it's the fact that the company's two biggest businesses, Windows and Office, are much more entrenched.

"There may be resistance to what they think they can do on the Internet without cannibalizing Office and Windows."