hardware

Video will be the online advertising engine

Last week, Akamai quietly rerouted loads of its client’s traffic to deflect Wikileaks related attacks. The company, based in Cambridge (Massachusetts), had a surfeit of busy days fighting massive DDoS (Distributed Denial of Service) attacks. These raids were directed at companies seen as too complacent with the US government (the so-called “Wikichickens”, as coined by the financial site Breaking Views). Akamai’s countermeasures involved quickly moving data from one server to another or, when the origin of a DDoS was detected, rerouting the flood of aggressive requests to decoy URLs.

Akamai Technologies Inc. is specialized in providing distributed computing platforms called CDN (Content Distribution Networks). Its business is mainly to reduce internet latency and to offload its customers’ servers. As its president David Kenny told me last week, Akamai runs on three main business drivers: Cloud Computing, e-commerce, and video delivery (with the associated advertising).
The first driver is very straightforward: as applications move away from the desktop, users need to feel they get about the same response time from the cloud as they do from their hard drive. The same is true for infrastructure-as-a service. All is built around the idea of elasticity: servers, storage capacity and networks dynamically adjusting to demand.
The second component of Akamai’s business stems from the need for e-commerce sites’ availability. On Thanksgiving, Akamai said it saved about $50m in sales for its e-commerce clients who came under a series of cyber attacks. On a routine basis, the technology company stores thousands of videos and other bandwidth intensive items on its servers.
The third pillar is the biggest, and the more challenging, not just for Akamai but for the commercial internet as a whole: the growth of video, and of its monetization, will become more bandwidth hungry as advertising migrates from contextual to behavioral.

A couple of weeks ago, David Kenny was in Paris at a gathering hosted by Weborama, the European specialist of behavioral targeting (described on a previous Monday Note How the Web talks to us). He presented stunning projections for the growth of internet video.
Here are the key numbers :
- Global IP traffic will quadruple between 2009 to 2014 as the number of internet users will grow from 1.7 billion today to 4 billion in 2020.
In 2014, the Internet will be four times larger than it was in 2009. By year-end 2014, the equivalent of 12 billion DVDs will cross the Internet each month.
- It would take over two years to watch the amount of video that will cross global IP networks every second in 2014.

Traffic evolution goes like this :

Let’s pause for a moment and look at the technical side. Akamai relies on a distributed infrastructure as opposed to a centralized one. It operates 77,000 servers, which is comparatively small to Google’s infrastructure (between 1m and 1.5m servers on 30 data centers). The difference is that Akamai’s strategy is to get as close as possible to the user thanks to agreements with local Internet Service Providers. There are 12,000 ISPs in the world, and Akamai says it has deals with the top 1,000. This results in multiple storage and caching capabilities in more the 700 biggest cities in the world.

This works for a page of the New York Times or for a popular iPhone application (Apple, like Facebook are big Akamai clients). In Paris, Cairo or Manilla, the first customer who requests an item gets it from the company — whether it is from NY Times or Apple’s servers — and also causes the page or the app to be “cached” by the ISP. This ISP could rely on storage leased from a university or a third party hosting facility. From there, the next user gets its content in a blink without triggering a much slower transcontinental request. That’s how distributed infrastructure works. Of course, companies such as Akamai have developed powerful algorithms to determine which pages, services, applications or video streams are the most likely to be much in demand at a given moment, and to adjust storage and network capacities accordingly.

Now, let’s look at the money side. What does advertising have to do with bandwidth issues? The answer is: behavioral vs. contextualization. Ads will shift from a delivery based on context (I’m watching a home improvement video, I’m getting Ikea ads), to targeted ads (regardless of what I’m watching, I’ve been spotted as a potential motorcycle buyer and I’m getting Harley Davidson ads). Such ads could be in the usual pre-roll format (15 sec before the start of the video) or inserted into the video or the stream, like in this example provided by Akamai.

As online advertising spending doubles over the next ten years, video is likely to capture a large chunk of it. It will require a increasing amount of technology, both to refine the behavioral / targeting component, and to deliver it in real-time to each individually targeted customer. This is quite a challenge for news media company. On one hand, they are well-placed to produce high value contents, on the other, they will have to learn how to pick up the right partner to address the new monetization complexities.

frederic.filloux@mondaynote.com

Google’s Self-Driving Car

by Jean-Louis Gassée

I want one! You probably do, too. So do millions of readers of John Markoff’s October 21st NY Times piece on Google’s revolutionary cars that drive themselves—in traffic! (More drooling on this ABC News video here.)

Is this really real, or is it a demo, another carefully choreographed PR exercise designed to enhance Google’s image as a nurturing friend of the people and their planet?

Autonomous, self-driving, driverless… The concept and implementations have been around for a while, in Europe, in Japan—the land of robotics—and, of course, in the US. In 2004, DARPA, the forefather of the Internet, launched the DARPA Grand Challenge, a driverless car competition. No entrant finished the first race, but in 2005, Stanley, Stanford’s vehicle, took the prize.

In September of this year, we saw Shelley, a driverless Audi, ascend Pikes Peak (14,115 ft/4,302 m). The car performed well although the event was marked by tragedy when helicopter filming the ascent crashed on the mountainside. The project, a joint venture between Stanford and Volkswagen’s Electronic Research Lab in Palo Alto, has since been suspended. (On a personal note, about 15 years ago I drove to the very top of Pikes Peak—slowly but easily—in a rental car. You can do it and enjoy yet another movingly beautiful part of Big Sky Country.)

How real is Google’s driverless car? Based on the DARPA and Stanford heritage, I’d say pretty real. Google was, of course, founded by two Stanford alumni, now with unlimited money and computer power. Moreover, they’ve advanced the art. Stanley and Shelley were solo drives on closed roads. Google’s car drove itself in traffic. From the Markoff article:
“…seven test cars have driven 1,000 miles without human intervention and more than 140,000 miles with only occasional human control… The only accident, engineers said, was when one Google car was rear-ended while stopped at a traffic light.”

Now that we know about the project, sighting stories surface. Robert Scoble, a noted blogger, has one. In retrospect, I now recall two mornings when I found myself driving next to the self-driving Prius on the often-packed Route 101 somewhere between Palo Alto and San Francisco. I mistook the vehicle for one of the Google Street View cars…

Henry Blodget, Business Insider’s boss, wonders if self-driving car research is a good use of Google shareholders’ assets. Perhaps the company should spin the project off to an independent venture and give the engineers a piece of the action. More

HP’s Board Gets No Respect

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And rightly so.

You recall: Last August, HP’s Board of Directors dismissed its wunder-CEO, Mark Hurd. Well-loved by Wall Street, although not so much by employees, Hurd turned HP around after the lackluster Fiorina years. He made acquisitions, cut costs, and put the company at the very top of the IT industry. But HP’s fearless leader was accused of having entangled himself, carnally and emotionally, with a female “marketing contractor”, and of having engaged in a few financial peccadilloes in the process of covering up the relationship.

I’ll hasten to add that Hurd reached an amiable—and solid—settlement with the former soft-porn actress. By “solid settlement” I mean we’ve heard exactly nothing from the aggrieved woman, or from Gloria Allred, her highly expressive Hollywood attorney. (As a self-described “Fearless Advocate for Justice and Equality”, Ms. Allred appears to dig gold on behalf of the rejected/dejected paramours of media and sports celebrities.)

While Hurd tried to do the right thing after his alleged mistakes, HP’s Board and management repeatedly and needlessly pilloried him, barely stopping short of accusing their former CEO of fraud. (See more sorry details in this Monday Note.)

All this led Larry Ellison to publicly lambaste the HP Board for kicking Hurd to the curb—and to promptly hire him as co-president of Oracle.

Ignoring the “when you’re in a hole, stop digging” maxim, HP doubles down and sues Hurd. Their complaint? As Oracle co-president, Hurd will inevitably misuse HP’s confidential information and cause his ex-employer grievous harm.

Larry chuckles and lashes out again. He calls HP’s suit vindictive, which is true, and adds that it will make it impossible to continue as business partners, only somewhat true as each had already recently moved into the other’s business. Oracle bought Sun and HP got into software and services by acquiring EDS.

A few days later, on the eve of Oracle’s OpenWorld, the suit is settled. HP’s pain is salved by a few million dollars, and the threat of the misuse of confidential information is suddenly, mysteriously no longer an issue. One wonders about the damage HP’s Board did to the company’s reputation by treating this alleged sinner in such a bullying and ultimately lame way.

While Hurd stays out of the limelight plotting Oracle’s next moves, HP directors keep stoking the coals for their critics. In their quest for a new CEO, the Board rejects internal candidates for the third time and pick an outsider: Léo Apotheker, ex-CEO of SAP Germany. This leads to another salvo of Ellison jibes. (When Larry calls himself “speechless”, you know he’s having a good time.)

But wait, there’s more.

What does the Board do besides recruiting Apotheker? They hire Ray Lane as Chairman. As the link to his Kleiner Perkins bio proves, Lane is, without a doubt, an “industry figure”, the type Kleiner Perkins, one of the largest VC firms in the world, likes to co-opt. But the slick KPCB bio (there is, significantly, nothing on him on Wikipedia) omits an important episode: Ray’s acrimonious departure from Oracle. The more charitable souls among us hope that everything is forgiven and forgotten. But knowing the protagonists, Larry and Ray, a more realistic view is that HP’s Board brought Ray in with a specific intent: They want to strengthen the team for a fight against Oracle.

There are three problems with such a move.

First, we now have two muscular venture capitalists on HP’s BoD: Lane and Marc Andreesen, from Andreesen Horowitz (as an aside, admire the firm’s spartan site). While some argue that it’s great that HP has such connections in the VC world (as if any executive or Board member couldn’t get us VCs to return their calls), there’s a governance problem. There will be many situations in which Mark’s or Ray’s existing investments and connections will raise conflict of interest questions; they won’t be deemed independent directors. More

The Carriers’ Rebellion

Before the Steve Jobs hypnosis session, AT&T ruled. Handsets, their prices, branding, applications, contractual terms, content sales…AT&T decided everything and made pennies on each bit that flowed through its network. Then the Great Mesmerizer swept the table. Apple provided the hardware, the operating system, and “everything else”: applications, music, ringtones, movies, books… The iTunes cash register rang and AT&T didn’t make a red cent on content.

In the eyes of other carriers, AT&T sold its birthright. But they didn’t sell cheap. The industry-wide ARPU (Average Revenue Per User per month) is a little more than $50. AT&T’s iPhone ARPU hovers above $100. Subtract $25 kicked back to Apple, and AT&T still wins. More important, AT&T’s iPhone exclusivity in the US “stole” millions of subscribers from rivals Verizon, Sprint, and T-Mobile—more than 1 million per quarter since the iPhone came out in June, 2007.

(Legend has it that Jobs approached Verizon before AT&T, but Apple’s demands were deemed “obscene”. If the story is true, Verizon’s disgust lost them 10 million subscribers and billions in revenue—much more than it would have made in content sales putatively under its control. Another theory, unprovable but preferable, is that Apple went for the worldwide “GSM’’ standard, hence AT&T.)

To the industry at large, the damage had been done. Jobs disintermediated carriers. Consumers woke up to a different life, one where the carrier supplied the bit pipe and nothing else. Yesterday’s smartphones became today’s mobile personal computers and carriers devolved into wireless ISPs, their worst fear.

Enter Android.

Android is like Linux, it’s Open Source, it’s free. And it’s very good, and rabidly getting better. But with two important differences. Android is Linux with money, Google’s money. And Android is Linux without a Microsoft adversary. There’s no legally—or illegally—dominant player in the smartphone/really personal computer space. Nokia, Palm, Microsoft, and RIM were and still are much larger than the Disintermediating Devil from Cupertino.

Handset makers and software developers love Android, new handsets and new applications are released daily; see the Android Market here. The current guess is that Android will grab the lion’s share of the handset market by 2012. Nokia, RIM, and Microsoft may disagree with that forecast, and Apple is certain to stick to its small market share/high margin, vertical, bare-metal-to-flesh strategy.

Carriers get excited about Android, too. For two reasons. First, Android (and the very good bundled Google apps) allows handset makers to make inexpensive devices. Carriers and Google both encourage a race to the bottom where handsets are commoditized, but smart.

Second, because Android is an Open Source platform, carriers can work with handset makers, they can dictate the feature set and, as a result, revitalize the revenue stream. They can promote their favorite apps, content, and services sales that have been choked by disintermediation.

But it’s not a straight shot. Android lays out the playing field for a contest between Google and carriers. More

HP’s Board of Directors: Redemption or More Insanity Ahead?

HP’s Board of Directors has accumulated an impressive record of bad judgment calls, the latest being the lame lawsuit against their recently deposed CEO, Mark Hurd, who quickly joined Oracle as Co-President and Director.

The History

Once a revered Silicon Valley icon, HP was arguably the first worldwide success to emerge from pre-war Stanford where Bill Hewlett and Dave Packard studied under the illustrious Frederick Terman. Unfortunately, the insiders who were groomed to replace “Bill & Dave”—first John Young, an HP lifer (1968-1992), followed by Lew Platt, another long-termer (1966-1999)—presided over the company’s long slide into comfortable bureaucracy and middling financial performance.

In 1999, HP’s Board was seduced into giving the CEO mantel to Carly Fiorina, a gerontophiliac sales exec from AT&T/Lucent…only to fire her in early 2005. Known for her posturing and opaque pronouncements, Fiorina antagonized and mystified insiders and industry observers alike. John Cooper, CNET’s Executive Editor and longtime tech writer, characterized one of her more frustrating talks as “a Star Trek script” containing “enough business-babble to reduce even the most hardened McKinsey consultant to a state of dribbling catatonia”. Nice.

To succeed Fiorina, HP went outside again and, this time, managed to snare an experienced and accomplished CEO: As head of NCR, Mark Hurd had led the company through a successful turnaround.

About a year after Hurd’s election, HP’s Board became embroiled in the Pretexting scandal. Board members spied on employees and journalists—and even on each other—in an attempt to track down leaks of confidential strategy documents. This ugly episode led to several Board and executive departures: Chairwoman Patricia Dunn was thrown under bus; HP’s General Counsel, Ann Baskins, “took the Fifth” at a Senate hearing; another director, Tom Perkins, and several employees left as well. What Mark Hurd actually knew or did in relationship to this episode has never been clarified.

Despite the scandal and the departures, Hurd made good on his reputation as a turnaround CEO and, through carefully crafted acquisitions and cost-cutting, put HP back at the top of the computer industry in just five years. His wizardry with numbers, his sober talk, and his attention to execution left the impression that HP had finally found the right helmsman.

But then disaster struck. As discussed in our August 29th Monday Note, HP’s Board unceremoniously fired Hurd, publicly berating him for conduct unbecoming a CEO and barely stopping short of accusing him of fraud. And then, after pillorying him, the company inexplicably paid off the “disgraced” Hurd to the tune of $30M to $40M. HP shareholders sued the directors and the media roasted them.

Enter Ellison

Larry Ellison and Mark Hurd have known each other for several years. They’d been business partners when HP and Oracle allied themselves in serving large government and enterprise clients—and they’re tennis buddies as well.

After harshly criticizing HP’s trustees for firing a star executive, Ellison hired Hurd. In keeping with his leadership style, Ellison made room for the new lieutenant by summarily chucking the previous tenant, Charles Phillips, who, ironically, had also become embroiled in a “relationship contretemps” with an ex-paramour. I’ll hasten to say that I prefer Larry’s summary and clean manner to HP’s: Chuck Phillips had a successful career at Oracle, Larry wished him well on his way out, the money flowed, and everyone moved on to the next stage of their lives. More

Nokia’s New CEO: Challenges

by Jean-Louis Gassée

Here we are, back from last June’s Nokia science-fiction romp. The company has finally elected a new CEO to replace OPK, Olli-Pekka Kallasvuo. 43-year-old Stephen Elop’s bona fides are in order: As President of Microsoft’s Business Division (since January 2008) he was in charge of the Microsoft Office money machine and was part of the company’s “Leadership Team”. He was well-paid (the 2009 proxy pegged him at $4.8M, excluding longer-term items) and rumor placed him at the top of the short list to succeed Ballmer…

So what possessed Elop to take the Nokia job?

The answer must be that he’s been given the opportunity to make his mark. Having seen Microsoft from the inside, he must have realized that he was being groomed to be no more than a competent caretaker. He might even have decided he wouldn’t get, or wouldn’t want, the big prize, the CEO crown. So, I speculate, he went for the challenges of a turn-around situation.

The goal is clear: Restore Nokia to its former glory as the ne plus ultra of smartphones. But the path to this renaissance isn’t a straight shot—it’s an obstacle course.

Numbers

Mr. Elop’s most immediate challenge lies in Nokia’s financial performance. During the last three years of OPK’s tenure, Nokia lost 75% of its market cap, plunging from $40/sh in 2007 (the year the iPhone came out) to less than $10 today, although with a nice 2% uptick following the CEO announcement:

A more direct way to look at the numbers challenge is a single datum: Today, Nokia gets about €155 ($196) per smartphone, down from €190 last year. In the meantime, Apple gets more than $600 per iPhone. (See the June 2010 Financial Times story here.)

It gets worse when the total average number is considered, smartphones and not-so-smartphones together. That average now hovers around €60, which means Nokia sells very large numbers of low-end phones that yield very little profit. They’re in great danger of being squeezed by the incoming low-end Android horde.

But the numbers are a mere proxy for the bigger trial: The product itself, the smartphone.

Once the category leader, Nokia is now struggling to catch up with HTC, Motorola, Samsung and, of course, RIM/Blackberry and Apple. Pugnacious Nokia die-hards adhere to the company’s sisu, but the market has spoken—and it enunciates more distinctly every quarter. See this Business Insider chart:

Given today’s market turbulence, one can’t help but admire the charter’s ability to “see” as far as 2014—but the trend is obvious. Will upcoming products such as the N8 reverse it? Early reviews are mixed. For Nokia, the N8 isn’t likely to do what the Razr did for Motorola in 2003 or what the latest Droids are doing now. Motorola’s conversion to Android seems to have righted the ship and Sanjay Jah, the Co-CEO in charge of the company’s mobile business, is on his way to leading a self-sustaining entity, one that could finally be spun off as planned.

Software

Today, Nokia pushes devices that use older Symbian S60 stacks, newer Symbian^3 and Symbian^4 engines, as well as a mobile Linux derivative: Meego. Imagine the chuckles in the halls of Cupertino, Mountain View, and Palo Alto. Even with plenty of money and management/engineering talent, updating one software platform is a struggle. Ask Apple, Google, or HP, and the chuckles quickly become groans. Nokia thinks it can stay on the field when it’s playing the game in such a disorganized fashion? More

Smartcameras in our future?

I have two cameras in front of me: My smartphone and a Canon’s S90. And I wonder: Why isn’t there an app store for this neat compact camera?

I can download any number of third-party, post-processing photo applications to my smartphone. I can crop, filter, stitch, frame… And there will be more applications tomorrow. With my “real” camera, I’m stuck with yesterday’s features.

As the saying goes, the better camera is the one you always carry. (By the way, “Better Camera” is the name of a smartphone application…) In that sense, smartphone cameras have a major advantage, they’re always at the ready.

But…smartphones cameras have tiny sensors, tiny lenses, tiny flashes. While the technology improves with each new generation, smartphone cameras will always lag behind the resolution, speed, and depth of single-purpose compact cameras, with their better lenses and bigger sensors. And, yes, compared to even “realer” cameras such as DSLRs, the compact cousin has much to learn, but try stuffing the callipygian Nikon D3s in your pocket.

Wouldn’t it be neat to have the superior picture taking capabilities of the Canon S90 (or other competitors such as the upcoming Panasonic LX-5) and the benefits of downloadable third-party applications to perform more in-camera processing and editing, to say nothing of smartphone-like communication capabilities?

Technically, such a hybrid is easier said than done. Add the circuitry (processor, memory, communications) of a smartphone to an existing compact camera and, done poorly, you’d get a “feature-rich” monstrous contraption that does more than either donor product, but that does none of them as well. Cost would also be a challenge.

But the idea is in the air.

Years ago, enterprising geeks found a way to break into and modify Canon’s DIGIC, the camera’s on-board image processor. More

iPhone 4 Antennas: The Fun Side

We’ll leave serious industry matters aside this week. (If you must, you can wade into Apple’s Q3 numbers here, or luxuriate in the impending ouster of Nokia CEO OPK and consider the list of possible replacements.)

Instead, we’ll look into the fun side of Apple’s antenna, or antennas (not antennae, a solecism from last week. A reader reminded me that antennae is reserved for actual bugs, as in insects.)

As they always do, savvy entrepreneurs immediately saw how to convert a problem into an opportunity, how to spin an unintended “feature” into $$.

Tongue-in-cheekiest of them all, we have Antenn-aid:

Nothing more need be said.

Etsy’s offering is a bit less subtle:

(and the pricetag is $4, not the $29 shown in the picture.) The label is a intentionally contradicatory: Placing the sticker over the gap will prevent involuntarily dropped calls, but the humor (and the product) works.

Let’s talk bumpers.

I like the sleek industrial design of the iPhone 4 but because the bumper and the charging dock are mutually exclusive, I’ve remained defiantly “unprotected.” I should have known better. One small slip of the hand, one bounce off the concrete and… More

Antennagate: If you can’t fix it, feature it!

…and don’t diss your customer, or the media!

Rewind the clock to June 7th 2010. Steve’s on stage at the WWDC in San Francisco. He’s introducing the iPhone 4 and proudly shows off the new external antenna design. Antennae actually, there are two of them wrapped around the side. Steve touts the very Apple-like combination of function (better reception), and form (elegant design).

And now we enter another part of the multiverse. Jobs stops…and after a slightly pregnant pause, continues: The improved reception comes at a price. If you hold the iPhone like this, if your hand or finger bridges the lower-left gap between the two antennae, the signal strength indicator will go down by two or even three bars. He proceeds to demo the phenomenon. Indeed, within ten seconds of putting the heel of his left thumb on the gap, the iPhone loses two bars. Just to make sure, he repeats the experiment with his index finger, all the while making a live call to show how the connection isn’t killed.

It’s not a bug, it’s a feature! It’s a trade-off: Better reception in the vast majority of cases; some degradation, easily remedied, in a smaller set of circumstances.

Actually, it’s a well-known issues with smartphones. Steve demonstrates how a similar thing happens to Apple’s very own 3GS, and to Nokia, HTC/Android, and RIM phones. Within the smartphone species, it’s endemic but not lethal.

Nonetheless, adds Apple’s CEO, we can’t afford even one unhappy customer. Buy in confidence, explore all the new features. If you’re not satisfied, do us the favor of returning the phone within two weeks. At the very least, we want you to say the iPhone didn’t work for you but we treated you well. If you fill out a detailed customer feedback report, we’ll give you an iPod Shuffle in consideration for your time.

One last thing. Knowing the downside of the improved antennae arrangement, we’ve designed a “bumper”, a rubber and plastic accessory that fits snuggly around the iPhone 4’s edges and isolates the antennae from your hands. The bumpers come in six colors—very helpful in multi-iPhone 4 families—and costs a symbolic $2.99.

The antenna “feature” excites curiosity for a few days, early adopters confirm its existence as well as the often improved connections (often but not always—it’s still an AT&T world). The Great Communicator is lauded for his forthright handling of the design trade-off and the matter recedes into the background.

If you can’t fix it, feature it.

End of science fiction.

In a different part of the multiverse, things don’t go as well.

Jobs makes no mention of the trade-off. Did he know, did Apple engineers, execs, marketeers know about the antenna problem? I don’t know for sure and let’s not draw any conclusions from the way Jobs avoids holding the iPhone 4 by its sides while showing it off to Dmitry Medvedev:

There’s a more telling hint. Apple had never before offered an iPhone case or protector of any kind, leaving it to third parties. But now, for the iPhone 4, a first: We have the bumper…at $29, not $2.99. (And which, by the way, prevents the phone from fitting into the new iPhone 4 dock.)

As usual for an Apple product, the new iPhone gets a thorough examination from enterprising early adopters, and many of them discover the antenna gap “feature”. As one wrote Jobs:

It’s kind of a worry. Is it possible this is a design flaw? Regards – Rory Sinclair

Steve’s reply:

Nope. Just don’t hold it that way.

Steve, No! Don’t diss your beloved customer. No tough love with someone who’s holding your money in his/her pocket. More

Science Fiction: Nokia goes Android

OPK, that is Olli-Pekka Kallasvuo, Nokia’s CEO calls his new head of mobile devices, Anssi Vanjoki in his office, hidden inside the company’s research center at 995 Page Mill Road, in Palo Alto, California. On his desk, three devices: a Nokia N900, a Motorola Droid and an iPhone.

‘Anssi, we’re hosed.
I assumed the dumb customer position and bought these three devices all by myself.
For our N900, I had to order on-line, the locals don’t carry our Maemo device. See what happened…’
He turns to his iMac, [this is science fiction, remember], types Nokia in the search window and gets this:

Now, a click on the “sponsored link” gets this:

.

A blank window. [This is not science fiction].
Anssi protests: ‘This must be a problem with Apple’s browser!’ But, no, the bug repeats itself with Chrome, Firefox, even with the Nordic Opera.
OPK continues:
‘We pay for this sponsored link and it gets us to a blank page.
Either Google is after us, or we’re incompetent, or both.

Anyway, I found our on-line store, a bit too complicated for a user like me. So, I saved time and a few dollars buying my own N900 from Amazon, one click, much simpler. By the way, Anssi, what are we doing selling, or trying to sell, or trying to give away a Windows 7 netbook? Don’t answer.
Then I needed to get a SIM for my $459 unlocked N900. I went  to the big AT&T store down the road. Boy, these guys make it too complicated and they don’t fully support the N900. Fortunately, things get better on University Avenue, I’ve done all my shopping there. First, the friendly people at T-Mobile got me a SIM, installed it, checked everything, even the micro-SD card I bought.
Next block: Verizon, a little less friendly, a little slower but they got me a Droid under 30 mins. Three blocks down, the Apple store. They were a little surprised I wanted an iPhone as their new device was coming out “Real Soon Now”. The manager came out, a Turkish engineer who recognized my name on the driver’s license, smiled and set me up in less than 15 minutes. You should see their portable sales terminal, all the sales people carry one on their hip, an iPhone with a scanner and a credit card reader.
How come we don’t make one? Don’t answer. More