May 17, 2024

App City: Ordering Food by Phone, Without Saying a Word

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It seems like a small difference, but getting food delivered by using an online service instead of calling the restaurant makes it hard to imagine going back to the days of dialing. And in recent years, several companies offering such services have grown in popularity, signing up new restaurants and creating ever more efficient ways to serve their couch-bound clientele.

Two of the leading services, GrubHub and Seamless, which started as Web sites, say that an increasing amount of their business is taking place via smartphones. Both updated their apps in recent weeks.

GrubHub revamped its Android app so that it resembles the iPhone version. Seamless added several nice features, like a map that shows the location of the restaurant as you look at its menu.

Placing an order through either service is simple. Once you find a restaurant, it is easy to browse through the menu, checking off the items you want and telling the restaurants where to send them. The charges usually go to the credit card on your account.

It is all terrifyingly easy.

GrubHub claims to have more New York restaurants in its system — over 4,600 in the city — than Seamless,. But only about one-third of the restaurants that GrubHub lists allow online ordering. For the rest, the app shows a scanned version of the menu and allows users to call directly from the app.

Both services are focused primarily in Manhattan, and each has several hundred restaurants in Brooklyn and Queens. GrubHub also has about 50 restaurants in the Bronx offering online ordering.

There are minor differences in the way each app helps you find food to order. GrubHub, for instance, lets you read user reviews of restaurants, while Seamless does not. But perhaps the biggest difference is that the Seamless app allows you to reorder favorite meals. Unfortunately, you cannot designate a meal as a favorite straight from the app; you have to go to the Web site.

But once that has been done, it’s great to be able to reorder that eggplant dish from the Indian place on 58th in three clicks, without remembering that the restaurant’s name is Chola or that the dish is called Aloo Baigan. Another difference is that only GrubHub offers the option of paying in cash. On Seamless, not only is paying by credit card the only option, but the default is also to add a tip at the time of your order.

Of course, you can opt not to include a tip, or to change the amount. And if you tip 20 percent and want to reconsider later you can call Seamless and it will accommodate your change of heart. JOSHUA BRUSTEIN

Have a favorite New York City app? Send tips via e-mail to appcity@nytimes.com or via Twitter to @joshuabrustein.

Article source: http://feeds.nytimes.com/click.phdo?i=18453337a935032214e172eacbb18744

Common Sense: Worthy Rivals for the Crown in Smartphones

This week Apple said it sold 20.3 million in the quarter that ended June 30, 142 percent more than it sold during the same quarter a year ago and two million more than the previous record for a quarter. Apple shares hit a record high of $400 after its quarterly profit of $7.31 billion soared past estimates, giving the company a market value of $360 billion. It is America’s second-most-valuable company, surpassed only by Exxon Mobil.

Is Apple’s dominance insurmountable? Just over two years ago, when I was shopping for a new phone, nothing seemed close to rivaling the iPhone. It was available exclusively to ATT customers, so I reluctantly settled on a BlackBerry model (the Pearl) available to Verizon subscribers like me. A few weeks ago, I had to ask directions to a restaurant from a young woman I spotted on the street using an iPhone. She quickly obliged by producing an easy-to-read Google map while the Pearl, whose tiny screen made it all but useless for Web browsing and navigation, languished in my pocket.

Apple ended ATT’s exclusivity earlier this year, and this month I was eligible for an upgrade to a new device. During the years since I’d bought the Pearl, an array of new devices using the Google Android operating system had appeared, and Research in Motion had introduced several new BlackBerry models. Limiting the original iPhone to ATT subscribers brought Apple lucrative payments from ATT and heightened the device’s aura of exclusivity.

But I wondered: had Apple waited too long, given the pace of change in the industry, allowing Android and RIM devices to catch up, or even move ahead? I decided to compare three rival mobile devices: the iPhone 4, and Android and BlackBerry models.

The stakes are enormous. For all Apple’s recent success, a titanic battle is now under way among Apple, Google, RIM and a recent alliance between Nokia and Microsoft, with Amazon, Twitter and Facebook waiting in the wings. Even as iPhone sales soar, sales of Android devices are rising faster. The consulting firm Millennial Media estimated last month that Android devices accounted for 54 percent of the global market for smartphones, followed by Apple with 26 percent, RIM with 15 percent and all others with less than 4 percent.

This battle is only partly about the devices themselves. Google doesn’t make or sell them, instead licensing its operating system to pretty much anyone who wants to use it, including HTC, Motorola, Samsung, Sony Ericsson and most of the world’s manufacturers. Google makes money from advertising, and wants to use the Android platform to dominate search and display advertising on mobile devices. Apple makes a lot of money selling iPhones, but the devices are inextricably linked to applications and content sold by Apple, like products from the Apple App Store.

As John Jackson, an analyst who specializes in mobile and wireless technologies at CSS Insight put it, “At the end of the day, this is a battle between Internet giants for control of what you do and consume on your mobile device and beyond. It will all turn on the ecosystem.”

For my experiment, Verizon lent me an iPhone 4, a Samsung Droid Charge and a BlackBerry Bold. I immediately unwrapped the iPhone. Like all Apple products, the packaging was as elegant as the device. It fit comfortably in my hand and pocket. Voice calls were clear, with none of the antenna problems I’d read about when the iPhone 4 was introduced. Web browsing was a pleasure, with fast download speeds even at 3G levels. As an iPad and Mac user, I felt instantly at home, with familiar apps already installed and easy to use. My only complaint was the relatively cramped touch keyboard. I was spewing out typos and often fighting the aggressive auto-correction feature. I suppose none of this is news to the millions already using iPhones, but to someone like me, the device was a revelation.

After several days, I realized that I had to stop using the iPhone or this wasn’t going to pass muster as an objective test. So I turned to the Samsung Droid Charge.

Who designed the packaging and marketing? Samsung takes the Android imagery to absurd lengths, with vaguely Star Wars packaging and sound effects that seem aimed at teenage gamers. My first impression was that it was an embarrassment to anyone over 30. But then I took a closer look at the device itself. It’s big (5.1” x 2.7”) but surprisingly light (5 ounces compared to the iPhone’s 4.8 ounces). Its curved edges made it comfortable to hold and it slipped easily into my pocket. The large screen is amazing. Even though I wasn’t familiar with the operating system, I found the instructions clear, the device easy to use and intuitive. I found life in the Google ecosystem surprisingly congenial, with seamless Gmail, Google search, calendar, mapping and navigation. The 4G Charge did everything the 3G iPhone did, only faster (in areas with 4G coverage) and bigger. Photos and video were especially impressive. And the touch keyboard was so big and tactile that my typos all but vanished. I can’t say it was flawless — searching for restaurant recommendations in Old Saybrook, Conn., I kept getting results for Old Seabrook, N.H. —but I don’t think I can blame the phone.

Article source: http://feeds.nytimes.com/click.phdo?i=9ab24c59ff8a43d3152e5dd439d0077e

DealBook: Electronic Arts to Buy PopCap Games

NCAA Football 12 by EA Sports and Plants vs. Zombies by PopCap.EA Sports and PopCap GamesNCAA Football 12 by EA Sports and Plants vs. Zombies by PopCap.

8:24 p.m. | Updated

A deal by Electronic Arts to bolster its presence in the mobile and casual gaming industry could be its biggest acquisition yet.

The company said on Tuesday that it had agreed to buy PopCap Games, the maker of games like Plants vs. Zombies and Bejeweled, for at least $750 million in cash and stock.

If PopCap hits certain earnings targets through December 2013, its current owners could reap up to $550 million in additional payments, making the deal the largest Electronic Arts has ever struck.

Though Electronic Arts has long been a major force in console gaming with offerings like the Madden NFL series, it has sought a larger share of the rapidly growing world of mobile and casual games, including those played on iPhone and Android devices.

Founded in 2000, PopCap scored its first hit quickly with Bejeweled, a puzzle game. In 2007, it began expanding into casual games, a hot sector that also includes the likes of Zynga, with a series of acquisitions.

In a statement, John Riccitiello, Electronic Arts chief executive, praised PopCap’s studio talent and intellectual property. “E.A.’s global studio and publishing network will help PopCap rapidly expand their business to more digital devices, more countries and more channels.”

PopCap said that its games had been downloaded 1.5 million times and that it employed 475 people across the world.

In 2009, the company raised $22.5 million, led by Meritech Capital Partners.

Under the terms of the deal, Electronic Arts will pay about $650 million in cash and $100 million in new shares. As long as PopCap earns more than $91 million in certain kinds of earnings over the next two years, its current owners will be paid under the earn-out provision. Reporting at least $343 million in earnings before interest and taxes will qualify for the full $550 million payout.

The deal is expected to close in the third quarter. Electronic Arts said it expected the takeover to add to its earnings starting in 2013.

Shares of Electronic Arts fell 3.3 percent in after-market trading to $23.38 .

Electronic Arts has secured $550 million in bridge financing from Morgan Stanley, JPMorgan Chase and UBS. Electronic Arts was advised by Morgan Stanley and UBS.

Article source: http://feeds.nytimes.com/click.phdo?i=b73269960a3822c28200f3b0b6f89534

Nokia’s Chief Technology Officer Departs

PARIS — The struggling Finnish cellphone maker Nokia said Thursday that its chief technology officer had taken a leave of absence and would be temporarily replaced by head of the company’s research center.

News of the departure of Richard Green, an American who joined Nokia only last year from Sun Microsystems, came as Standard Poor’s cut Nokia’s long-term credit rating for the second time this year.

Nokia said Mr. Green had taken a leave “to attend to a personal matter.” Paivyt Tallqvist, head of media relations at the company in Espoo, Finland, said there was “no specific timeline” for his return.

Until his return, Mr. Green will be replaced by Henry Tirri, head of the Nokia Research Center, she said, adding the change will have “no impact on our product strategy or our product launches.”

Earlier, however, a Finnish newspaper reported that Mr. Green was unlikely to return because of disagreements over strategy. Without citing its sources, the Helsingin Sanomat reported that Mr. Green was unhappy with management decisions, including abandoning plans to introduce devices based on the MeeGo smartphone operating system that had been under development with the chipmaker Intel.

Nokia remains the No. 1 producer of cellphones globally, but its market share has been sliding. At the premium end, it has been losing ground to Apple’s iPhone, the BlackBerry smart phones from Research in Motion and devices using Google’s free Android software.

At the cheaper end, phones from companies like ZTE of China and Micromax of India have been winning ground, as have so-called no-brand manufacturers — small Chinese companies — which have been wining sales in India and China Africa, Latin America and Russia.

At the end of last month, Nokia said that mobile phone sales in the second quarter would be “substantially” below a previous forecast of €6.1 billion to €6.6 billion, blaming difficult conditions in China and Europe and lower than expected average selling prices and device volumes.

Stephen Elop, the former Microsoft executive who became Nokia’s chief executive in September, plans to win back lost ground by switching to Microsoft’s Windows Phone software from Nokia’s own Symbian platform. That switch is expected to take place at the end of this year or early next year.

The alliance with Microsoft was announced in February and has been seen by some analysts as a possible precursor to a more formal tie-up between the two.

The company’s shares price Thursday was down slightly at midday in Helsinki. For the year to date, the stock has plunged 44.2 percent.

On Thursday, Standard Poor’s cut Nokia’s rating by one notch to BBB+; three further downgrades would classify the company’s debt as junk. Another agency, Fitch Ratings downgraded the group this week to BBB-, just one a level above non-investment grade status.

As it tries to lift sales, Nokia also has been trying to trim costs. It said in April that it would eliminate 12 percent of its global work force, or 7,000 jobs, to help save €1 billion by the end of 2012. In a leaked memo this year, Mr. Elop had compared the company’s predicament, trying to catch up with Apple and Google, to that of a man standing on a burning oil rig at sea.

All this has made the company more vulnerable to a takeover — potential suitors mentioned recently include Samsung Electronics of Korea, Chinese groups and private equity firms.

“I think Nokia will play defensively until the Windows phone ramps up, and then it will push to find a slot in the business end of the market, stressing compatibility with personal computers,” said Ilkka Rauvola, an analyst at Danske Markets in Helsinki.

The appointment of Mr. Tirri is seen by some analysts as a return to basics, and a focus on chips, motherboards and transmission technology. He has been at the company since 2004 and is also a professor of computer engineering at the Helsinki University of Technology. His resumé highlights a host of publications on subjects including information modeling, neural networks and data mining.

Mr. Green reported directly to the chief executive. Previously he was executive vice president at Sun Microsystem’s software division, where he had broad responsibility for Sun’s software business, including services, sales, product and business strategy, and product development. Mr. Green could not be reached for comment.

Article source: http://www.nytimes.com/2011/06/10/technology/10nokia.html?partner=rss&emc=rss

A Stream of Postcards, Shot by Phone

The rising star of these is Instagram, a start-up in San Francisco with just four employees. In eight months, the company has attracted close to five million users to its iPhone-only service — no doubt earning the envy of its more established rivals. And Instagram is steadily growing, adding about a million users a month.

The app emphasizes simplicity. Users can choose from a variety of special effects to layer over photos, sharpening the contrast or applying a vintage, weathered look. Then they upload the photo to their Instagram feed, forming a river of pictures, not unlike a photo-only version of Twitter.

As on Twitter, users can follow others to see what they are posting. They can also tap to “like” pictures and comment on them, making Instagram a slimmed-down social network. People snap and post pictures of anything, like pretty wallpaper at a restaurant or artsy close-ups of their cat climbing on the bed in the morning, offering a behind-the-scenes look at their lives.

Those who study the way people socialize online say cellphone photos are becoming an integral part of sharing and communicating.

“It’s another way to start a conversation online, and so much easier than sitting in front of a computer because it’s mobile,” said S. Shyam Sundar, the co-director of the Media Effects Research Laboratory at Pennsylvania State University.

Professor Sundar said people once tended to take photos on special occasions, like birthdays and vacations, then post a big batch on services like Picasa and Flickr and share a link with friends. But with the introduction of smartphones with improved cameras, coupled with the rise of services like Facebook and Twitter, people are more accustomed to constantly documenting moments and sharing throughout the day.

“Instagram came on the scene right when people were beginning to work that into their regular broadcasting routine,” he said. “The convenience of a way to do it from your mobile phone — very easy.”

Kevin Systrom, a founder and the chief executive of Instagram, said the service’s early traction stemmed from its ability to make casual cellphone pictures look like works of art, with the help of filters.

“We set out to solve the main problem with taking pictures on a mobile phone,” he said, which is that they are often blurry or poorly composed. “We fixed that.”

The service has benefited from being easier to use than some of its rivals, said Brian Blau, a research director at Gartner. “You take a photo, add a filter, post it online,” he said. “It’s the equivalent of firing off a tweet; it doesn’t require much thought or effort.”

Mr. Blau said Instagram’s early emphasis on opening its service to outside developers had helped it spread. For example, the service has given rise to a healthy network of companies and applications that offer ways to turn your shared photos into photobooks, framed prints and postcards. “You have a whole work force of software developers and entrepreneurs building products on top of your product,” he said.

The service is also attracting celebrities, brands and news organizations that see it as a new and nuanced way to interact with an audience. News outlets including NPR, ABC News, National Geographic, MTV and NBC are using Instagram to share picture updates and give audiences an insider’s view of their operations.

Joe Ruffalo, a senior vice president at ABC News Digital, said the company was experimenting with delivering news photos on Instagram as a way to reach people on a more intimate level.

“It provides a very different perspective to our followers than what they encounter on the Web or TV,” he said. ABC News has about 26,000 followers on Instagram, far fewer than on Facebook and Twitter.

Snoop Dogg and Rosie O’Donnell are Instagrammers, and Jamie Oliver, the British chef, uploads pictures of the meals he makes at home, as well as reminders to watch his TV show.

Article source: http://feeds.nytimes.com/click.phdo?i=60b8b5e5ded8411038bd1c9ceb927eec

Nokia Lowers Second-Quarter Forecast and Abandons 2011 Profit Goals

Nokia, the cellphone giant battling to maintain its position in the face of competition from the iPhone and Android, said Tuesday that it was abandoning its 2011 profit targets after an unexpectedly poor second-quarter showing.

Shares in Nokia tumbled 17.5 percent, closing at 4.75 euros in Helsinki, after the company, which is based in Finland, said “multiple factors are negatively impacting” sales, particularly lower selling prices and a reduced sales volume.

“The fact that things are getting worse is not a surprise,” said Stuart Jeffrey, an analyst at Nomura International in New York. “But the scale of the decline is surprising, coming just six weeks after they offered guidance.”

Facing an erosion in sales of phones using its Symbian technology, Nokia in February formed an alliance to use Microsoft’s Windows Phone 7 operating system in new models. The company said Tuesday it had “increased confidence” that the first Nokia-Microsoft phone would be shipped in the fourth quarter.

Nokia said it was still investing in the Symbian lineup and intensifying its focus on point-of-sales marketing.

“The Symbian portfolio is in terminal decline,” Mr. Jeffrey said, “so the importance of the Windows phone is even greater now.”

He added that the weakness of the Symbian model appeared to vindicate the wisdom of the switch to the Microsoft platform, though it might have been better to at least add a few models using the Android operating system created by Google to benefit from its growth.

Nokia lowered its forecast for second-quarter sales in its devices and services business to “substantially below” the range of 6.1 billion euros to 6.6 billion euros ($8.8 billion to $9.5 billion) it had previously forecast.

“Given the unexpected change in our outlook for the second quarter, Nokia believes it is no longer appropriate to provide annual targets for 2011,” it said.

Nokia remains the world’s largest cellphone maker by unit sales. But it has fallen behind Apple, maker of the iPhone, to the No. 2 position when measured by revenue generated in the mobile phone market.

The success of the iPhone and devices using Android, Google’s operating system, has left Nokia scrambling for market share in high-end smartphones, at the same time that Samsung of South Korea and its Chinese rivals have carved out major territory for less expensive phones. In April, Nokia said it would cut costs nearly 20 percent over three years, a goal that is likely to result in thousands of layoffs.

“It’s very difficult to have a strong feeling about the outlook for Nokia in 2012 and beyond,” Mr. Jeffrey said, “because it’s all contingent on the success of the Windows phone.”

Article source: http://feeds.nytimes.com/click.phdo?i=b4a14c1705f0bc24be1f46b5e44582ac

Bucks: Tools to Negotiate Car Deals in a Tough Market

Courtesy Edmunds.com

As you may have read, this isn’t expected to be a great summer to buy a car, whether you’re looking to buy new or used.

Price increases from Japanese manufacturers due to the tsunami and the subsequent nuclear disaster, combined with tight supplies and higher prices of used cars, are making steals hard to find. (The average price of a new Honda Civic has risen more than $1,600 since March, according to the auto site Edmunds.com.)

But there are some online tools that can help you calculate what your estimated costs will be, so that you’re in the strongest position possible to negotiate with a seller. EBay, for instance, recently introduced an auction app for the iPhone.

Now, Edmunds.com is making available a simplified “foursquare” calculator, which mimics the process dealers use to crunch sales numbers.

As its name suggests, the calculator has four components: the estimated cost of the car you want to buy; the estimated cost of your trade-in; the impact of your down payment; and the cost of your loan if you’re financing.

You enter your ZIP code, the kind of car your want to buy, the kind you have to trade in (which might be worth more than you think because used cars are commanding premium prices) and the amount of your down payment. Then, it spits back numbers including what your monthly payment would be at a given interest rate. You can print out the one-page summary and take it with you to refer to as you negotiate.

Along with the calculator, Edumnds offers these summer car-shopping tips:

  • If you don’t absolutely need a car right now, wait until the fall and re-evaluate the market.
  • If your lease is expiring this summer, ask about extending it for a few months.
  • Consider buying out someone else’s lease as a bridge until inventories improve. One place to do this is LeaseTrader.com.
  • Used cars aren’t always the best deal. Many one-year-old cars are almost as expensive as new ones, especially if you finance the purchase.

Are you in the market for a car? What kind of pricing have you encountered?

Article source: http://feeds.nytimes.com/click.phdo?i=0d8bc542c685648e1aa3afc0c796ac83

Bucks: Tuesday Reading: Taking Measure of Weight-Loss Plans

May 16

Monday Reading: How to Cut Gas Costs This Summer

Cutting gas costs during summer travel, financing foreclosed homes, kidproofing your iPhone or iPad and other consumer-focused news from The New York Times.

Article source: http://feeds.nytimes.com/click.phdo?i=e6e4e7047cb9b0537d1411ab7cb16b13

Bucks: Monday Reading: How to Cut Gas Costs This Summer

May 16

Monday Reading: How to Cut Gas Costs This Summer

Cutting gas costs during summer travel, financing foreclosed homes, kidproofing your iPhone or iPad and other consumer-focused news from The New York Times.

Article source: http://feeds.nytimes.com/click.phdo?i=969cd2aed82358e37179378df2db257d

Digital Domain: Opt-In Rules Are a Good Start

Many Web site visitors are willing to share personal information about themselves — provided that their consent is obtained first. Consent cannot be presumed, however. Sneaky is not O.K.

Facebook appeared to figure this out the hard way: it would make unilateral changes that seemed to force users to share more, not less, and then it would look bewildered when many users cried foul.

Now, Apple and Google are learning that their users will not automatically assume that everything the companies do out of view is in their customers’ best interests. A furor erupted after reports that the companies were engaging in secretive location tracking using customers’ iPhone and Android cellphones.

Both companies said they were logging the locations of Wi-Fi hotspots and cell towers, not keeping tabs on the phones’ owners. But the issue was serious enough that Steve Jobs, the Apple chief executive, emerged from his medical leave to oversee the wording of Apple’s official explanation. The company’s statement blamed “very complex technical issues which are hard to communicate in a sound bite.”

It’s clear that tracking of any kind is a touchy subject. On the Web, tracking can take the form of “behavioral targeting,” based on the digital bread crumbs that people leave as they go from one site to the next. Or it can involve Web sites paying data brokers for personal information about a Web visitor known only by his or her e-mail address.

A Web site that tracks the actions of its anonymous visitors is peering into the darkness, trying to determine its users’ identities and interests so it can serve up targeted advertising or purchase suggestions.

“Ad networks infer tastes,” says Bret Taylor, Facebook’s chief technology officer. “They make a profile that you can’t edit or delete — and you may not even know about. At Facebook, it’s completely in your control.”

In the normal course of business, Facebook naturally comes into possession of highly detailed personal information on its hundreds of millions of members. Its knowledge of what members are doing online is no longer limited to what is done at its Web site. Members are now offered the option of using their Facebook user name and password to log in at other Web sites, which permits these sites to tap the visitor’s personal and social network information.

Here’s the key: the feature, called Login With Facebook, is opt-in only, and users can opt out any time. If they do revoke their permission, all information that was pulled in from Facebook must be purged.

Facebook forbids partner Web sites from transferring any information about its members to ad networks or data brokers. It also uses technology to detect the attempts of data brokers to “scrape” — that is, record — Facebook members’ publicly visible profiles. (Search engines are permitted to scrape Facebook’s public profiles, but users can elect to disallow that.)

Privacy settings are best managed in one place, not many. For our landline phones, we have the National Do Not Call Registry, at donotcall.gov, maintained by the Federal Trade Commission. But for privacy protection around the Web, there is no equivalent.

Maybe the closest thing we have to such a registry online is the Facebook privacy settings page. It’s true that contemplating the options it offers will make your head hurt — it bears no resemblance to the simple binary toggle of the Do Not Call list. Some people may wonder whether Facebook wants to overwhelm them with privacy options, in the hope that the typical user will simply give up trying to restrict the range of information shared publicly. For those who persevere, however, the system works in the way a Do Not Track list would work: when a member makes changes in his or her privacy settings, the changes propagate to all of Facebook’s partner sites.

In April Senators John Kerry, Democrat of Massachusetts, and John McCain, Republican of Arizona, introduced the Commercial Privacy Bill of Rights Act of 2011. It is a strange amalgam of mediocre proposals that would not do much of anything, other than place the onus on individuals to manage their relationship with every Web site that collects information about them, which means just about every site. People who have tons of free time can opt out — but only one Web site at a time.

If a Web site visitor uses an e-mail address as a user name — and shares no other personal information — that site can buy from data brokers a dossier of personal information about the visitor that is matched to the e-mail address. One broker, Rapleaf, says it has information associated with “over 70 percent of active U.S. e-mail addresses” and recently set a new monthly record for itself: responding to more than one billion information requests from its clients.

The opt-out model advocated in the Kerry-McCain bill means that a consumer would have to know about every Rapleaf out there and visit each one to edit information or opt out. It offers the much preferable opt-in design only for a few special categories of “sensitive” information, like medical conditions, health records or religious affiliation.

It was almost 20 years ago that The New Yorker ran its cartoon of a dog in front of a computer, telling another dog sitting nearby, “On the Internet, nobody knows you’re a dog.”

Without your consent, that’s still as it should be. 

Randall Stross is an author based in Silicon Valley and a professor of business at San Jose State University. E-mail: stross@nytimes.com.

Article source: http://www.nytimes.com/2011/05/01/business/01digi.html?partner=rss&emc=rss