SI
SI
discoversearch

We've detected that you're using an ad content blocking browser plug-in or feature. Ads provide a critical source of revenue to the continued operation of Silicon Investor.  We ask that you disable ad blocking while on Silicon Investor in the best interests of our community.  If you are not using an ad blocker but are still receiving this message, make sure your browser's tracking protection is set to the 'standard' level.
Politics : Sioux Nation -- Ignore unavailable to you. Want to Upgrade?


To: Cactus Jack who wrote (161069)2/18/2009 11:54:08 AM
From: SiouxPal  Respond to of 362801
 
Thanks. You can change your list anytime up until Friday 5 PM ET.



To: Cactus Jack who wrote (161069)2/18/2009 5:46:51 PM
From: stockman_scott  Respond to of 362801
 
Google Mounts Patent Battle by Fighting More Lawsuits

By Susan Decker

Feb. 18 (Bloomberg) -- Google Inc. is going on the offensive to fight patent claims, a strategy the Internet-search company says will deter frivolous lawsuits.

The number of patent challenges against Google rose to 14 last year, from 11 in 2007 and three in 2006. The company wants to curb that growth by fighting rather than settling lawsuits, said Catherine Lacavera, Google’s senior litigation counsel.

“I would love to say we’re seeing a leveling off of patent filings,” Lacavera said in an interview. “It’s our hope this will serve as a deterrent.”

Google, which currently has 24 patent cases pending, didn’t settle any patent challenges last year, after resolving cases in each of the previous four years, according to federal court dockets.

It’s a risky strategy, said Alan Fisch, a patent lawyer at Kaye Scholer in Washington. Fighting cases in court, an approach pursued by Microsoft Corp. and BlackBerry maker Research In Motion Ltd., can result in verdicts costing hundreds of millions of dollars. Settling patent fights is often a smarter solution, avoiding drawn-out cases and legal fees.

“If you’re going to take a hard-line approach, you’d better back it up with victories,” said Fisch, who doesn’t represent Google or its opponents.

So far, Google is winning, said Hilary Ware, Google’s managing litigation counsel. The Mountain View, California-based company has fought and won five patent suits filed against it since starting the more aggressive policy two years ago, she said.

Litigation Strategy

“It’s really beginning to pay off as a litigation strategy,” Ware said in an interview. “We’re just seeing the fruits of our labors now.”

Google rose $10.45 to $353.11 in Nasdaq Stock Market trading. The shares have gained 15 percent this year.

Google’s strategy will lead to more litigation, not less, said Raymond Niro, a lawyer for HyperPhrase Technologies LLC. The company said in 2006 that Google infringed a patent owned by HyperPhrase in a Web browser tool-bar feature called AutoLink, which suggests Web addresses based on users’ past search queries. After defeating the challenge, Google is now asking for $500,000 as compensation for legal costs.

“The typical reaction of litigation-oriented attorneys is there’s no sense talking to Google, you might as well just sue them,” Niro said. “They want to project a very aggressive approach to litigation.”

Wisconsin-based HyperPhrase challenged the request for fees, saying Google won only on a “notoriously unpredictable” interpretation of the patent and indulged in “impermissible hindsight” in arguing that HyperPhrase should have given up the fight.

Google Earth

In October, a judge in Norfolk, Virginia, ruled that Google’s AdWords feature didn’t infringe a patent for online bidding owned by Bid for Position LLC of Boca Raton, Florida. The case in on appeal. In 2007, Google won a ruling in Boston that ended a lawsuit from Skyline Software Systems Inc. of Chantilly, Virginia, which sought to shut down Google Earth, a program that shows images and data from satellites and airplanes.

Google sometimes goes after companies for legal expenses too. Two years ago, a judge in Fort Lauderdale, Florida, sanctioned F&G Research Inc. in Naples, Florida, for filing suit against Google over a scrolling computer mouse, saying the case shouldn’t have been filed because Google doesn’t sell mice. The judge ordered that Google be paid about $125,000 for legal costs.

Lawyers for the companies that challenged Google in these cases declined to comment or didn’t return messages.

Sometimes Settles

Google isn’t opposed to settling patent cases when warranted and has resolved suits in the past, Ware said. Still, the company was getting sued too often and didn’t want to be seen as an easy target, she said.

Patent litigation isn’t Google’s only legal challenge. The company is fighting potentially precedent-setting copyright issues brought by Viacom Inc. over the posting of videos on YouTube. And Christine A. Varney, nominated by President Barack Obama to be the U.S.’s next antitrust chief, last year described Google as a monopolist in online advertising.

The strategy of fighting patents makes sense, given that many of the software patents cited in complaints are questionable, said lawyer James Wallace, of Wiley Rein in Washington. Still, a blanket policy of not settling could be dangerous, he said.

Wallace represented NTP Inc., which sued Research In Motion in 2001. After five years of fighting, including a loss at trial, Research In Motion agreed to pay $612.5 million, more than 10 times the original settlement offer from NTP.

Microsoft, the world’s biggest software maker, is fighting more than four dozen patent suits. The company has a split record in trial rulings, and some losses have resulted in hundreds of millions of dollars in damages levied against it.

To contact the reporter on this story: Susan Decker in Washington at sdecker1@bloomberg.net

Last Updated: February 18, 2009 16:16 EST



To: Cactus Jack who wrote (161069)2/20/2009 3:25:26 AM
From: stockman_scott  Read Replies (1) | Respond to of 362801
 
Moneyball II: Statistics Driving Marketing for MLB’s Indians

By Curtis Eichelberger

Feb. 20 (Bloomberg) -- The Cleveland Indians may have found their most valuable statistics this season are coming from the ticket office rather than the playing field.

Using statistical analysis of ticket purchases to understand the preferences and price limits of their fans, the Indians learned that fireworks after a game draw an additional 4,000 fans; every one-degree temperature drop below 70 Fahrenheit costs them 300; and when the New York Yankees come to town, attendance jumps 11,000.

The Major League Baseball club is at the forefront of using statistical analysis to design pricing. The team says its plan will increase ticket revenue 5 percent this season as the U.S. skids into its worst economic decline since the Great Depression.

“The goal was to do a better job figuring out what people were willing to pay for their product,” said Vince Gennaro, 57, a Purchase, New York-based consultant who managed the research project. “Where could we add value to convince them to make the purchase or decrease the price where demand is lower?”

Since the recession started at the end of 2007, the U.S. economy has lost 3.57 million jobs, the biggest employment slump of any postwar economic contraction. In Cleveland, the unemployment rate rose to 7.1 percent in December, up from 6 percent a year earlier.

Baseball teams haven’t escaped the fallout. Teams including the Washington Nationals and Boston Red Sox have cut or frozen ticket prices this season. Oakland Athletics owner Lew Wolff said last month that ticket sales were down 10 percent.

Third Place

The Indians, who finished 81-81, third in the American League Central Division last season, charged an average $25.72 a ticket, according to Team Marketing Report, with attendance of 2.2 million for their 81 home games.

“We always had this premise that all games are not created equal,” said Vic Gregovits, the Indians’ senior vice president of sales and marketing. “But we were charging fans like they were.”

Gennaro, author of “Diamond Dollar$: The Economics of Winning in Baseball,” analyzed three years of Indians sales data. He correlated factors like attendance, no-shows and walk-up sales with weather, promotions, the team’s record and the school calendar to determine what isolated events contributed to purchases.

Royals, Red Sox?

He then asked more than 200 people in focus groups to rate their preferences. Would they rather watch the Indians play the Kansas City Royals during the warm days of July or the Boston Red Sox on cold, windy day in April? Would a bobblehead-doll promotion matter?

Lastly, the team researched the secondary ticket market to see which games drew more than face value.

“This gave us a mosaic of how fans placed a premium on certain games, and along with our regression analysis, really allowed us to start honing in on what our fans were thinking,” Gennaro said.

The Indians’ research revealed that when children are on summer break, attendance increases 1,200; if rain is in the forecast, it falls 2,200; a bobblehead-doll giveaway brings in 4,700 people; and any promotion involving centerfielder Grady Sizemore, an All-Star three of his five seasons, increases attendance by 6,600.

Adapted to Schedule

Once the research was complete, the team adapted it to the 2009 schedule.

“The Indians are at the forefront of what many teams are trying to do with variable pricing,” said Michael Arya, 47, co- founder of Pasadena, California-based TixTrack Inc., a company that analyzes the secondary ticket market and consults with professional teams. “It’s about more than just charging more when the Yankees come to town. They are trying to make educated decisions, based less on guesswork and more on analysis.”

The San Francisco Giants announced a plan in December that allows them to adjust prices up to the morning of the game, enabling the club to keep pace with the secondary market.

The Indians came up with a four-tiered ticket plan that lowered prices to fill empty seats and increased prices when demand was high.

Promotions, like giveaways and fireworks, and season-ticket campaigns were then designed to increase what fans in each of the pricing plans were demanding most.

The biggest discounts are during weekday games in April and May, when the weather can get cold and rainy, children are in school and other sports are still in season. Ticket prices for seats in the park’s lower bowl were cut by as much as 50 percent.

Cheaper in April

Tickets at the field box level (about seven rows behind the dugout) are $25 for weekday games in April and May; $50 for weekend games in those months; $60 for weekday games after Memorial Day and $70 for summer weekends.

“The economy is making us look for ways to show fans value,” Gregovits said.

Gennaro said that while baseball people have been using statistics to judge players for years, it hasn’t been used as much by sales and marketing departments.

“The industry moves on inertia, repeating what it did last year without a lot of fresh thought or quantitative analysis to understand the value of the promotion,” Gennaro said. “There is a whole world out there ready to be tapped into.”

To contact the reporter on this story: Curtis Eichelberger in Washington at ceichelberge@bloomberg.net

Last Updated: February 20, 2009 00:01 EST