May 19, 2024

Hulu and Netflix Gain an Advantage With Anime

The show, “Naruto: Shippuden,” a Japanese anime set in a fantasy land reminiscent of Okayama Prefecture in Japan, represents a growing business for Hulu, the streaming video service.

As Hulu and other streaming services like Netflix grapple with Hollywood studios and TV networks to acquire rights for expensive prime-time series, they’ve found easy-to-get content in anime and other niche foreign programming.

What the stylized form of Japanese animation lacks in mass appeal it makes up for in price. Hulu typically pays anime distributors only a portion of advertising revenue. Netflix pays a relatively small licensing fee.

In contrast, earlier this month Netflix announced a deal worth an estimated $1 billion to gain access to shows on the CW network. On Friday, Hulu struck a five-year deal worth significantly less to broadcast CW shows like “Gossip Girl” and “Vampire Diaries.”

Typically shown with subtitles and known for characters with wide glimmering eyes and elongated bodies, anime stands at the center of Hulu’s strategy to differentiate itself from TV watched the old-fashioned way. “Networks might be happy to get a show that 20 million people kind of like,” said Andy Forssell, Hulu’s senior vice president for content. “We’re more interested in finding a show that a million people love to death.”

In Japan, anime varies from children’s programming to sports, romantic comedies and even public service announcements and pornography. The shows that resonate in the United States tend to be action-driven, with lots of violence, as well as sexually provocative shows. The small but avid audience is made up of mostly male viewers aged 18 to 34. Distributors said comedies, sports shows and anything aimed at women tend to not work.

Hulu has 9,500 episodes of anime titles. Earlier this month it signed a deal with the anime distribution company FUNimation Entertainment to show five new subtitled series within 48 hours of their original broadcast in Japan. Netflix offers 4,000 anime episodes for streaming.

This month four of the top 40 titles on Hulu and its subscription service, Hulu Plus, are anime. “Naruto: Shippuden,” a continuation of the popular “Naruto,” which shows the young ninja leave his village to train, is the sixth most popular series on Hulu Plus, competing with episodes of “Family Guy” on Fox and “The Office” on NBC.

Hulu is expanding its offering of foreign shows with similarly devoted audiences. In May, a Hulu executive flew to Seoul to attend a presentation by South Korean broadcasters and producers. Held at the luxurious Shilla Hotel, the lecture, titled “The Potential for Korean Drama in the U.S. Market,” reinforced Hulu’s push into Korean dramas. It now offers 90 different shows.

They appeal largely to non-Korean viewers who listen to Korean pop music or love soapy dramas, according to Suk Park, co-founder of DramaFever.com, a Web site that streams Korean dramas in North America and struck the deal with Hulu. The company is seeking other trendy Asian programs to bring to the United States. (Hulu, coincidentally, has Chinese roots. The company was named after the Mandarin words that roughly translate to the “holder of precious things” and “interactive recording.”)

This month, Hulu, a joint venture of the NBCUniversal division of the Comcast Corporation, News Corporation, Walt Disney and Providence Equity Partners, announced a deal to carry Spanish-language telenovelas and other shows from Univision, the most-watched Spanish-language network in the United States.

Internet streaming services have upended the business model for Japanese animation. A decade ago when the genre exploded among the young comic book set in the United States, viewers mostly watched pirated versions. These online videos posted on fan Web sites with sloppy English subtitles left the Japanese anime industry powerless to profit from even the most popular titles overseas.

Article source: http://feeds.nytimes.com/click.phdo?i=669afd47363a5779247a338697eda6ea

Yahoo Aims to Create a Voice for Its Media Sites

That online media colossus is Yahoo, and it is in distress.

Despite a huge audience of 686 million users and resources like high-tech film studios and talent-filled newsrooms, Yahoo’s future is in doubt. Potential buyers are circling to pick up parts after the messy firing last month of Carol A. Bartz, Yahoo’s chief executive.

Yahoo’s portfolio of media sites is the company’s crown jewel and potentially its savior. The company announced on Monday that it had partnered with Walt Disney’s ABC unit to showcase articles and videos from ABC News, and to create a co-branded Web site for “Good Morning America.”

But the Yahoo sites also suffer from symptoms infecting the rest of the company: shifting priorities and a shortage of innovation. Yahoo has another problem too: a lack of respect.

“If we ask somebody on the street, ‘What’s the top news brand?’ Would they say Yahoo news?” said Mickie Rosen, the senior vice president who oversees Yahoo’s media properties. “The honest answer is they probably wouldn’t.”

Yahoo built its huge audience largely by aggregating news from other sources. The Associated Press, US Weekly, Politico and The New York Times are just some of the partners that feed it content around the clock. Now Yahoo executives are pushing for original reporting, covering special events like the Emmys and creating exclusive online video programs. This month, Yahoo will exclusively video-stream a charity concert that includes performances by Lady Gaga, Usher and Bono. They say they have made it a priority to hire reporters and editors who write and break news online.

Ms. Rosen, a former executive with Fox Interactive Media and Disney online who joined Yahoo 10 months ago, said that Yahoo had not done a good job of creating “a voice” that made people take notice. Fixing that falls in large part to Jai Singh, Yahoo’s editor in chief, another newcomer. He helped build a newsroom for Arianna Huffington as a top editor at The Huffington Post just as he built the newsroom for the technology news site CNet.

“Yahoo is going through a transformation in every respect,” Mr. Singh said. “We are trying to get our digital media chops. But transformations are not a snap of the finger.”

Yahoo’s home-grown content should be highlighted more on its front page, to lift its visibility and traffic, Mr. Singh said. Linking to articles in other sections should also be routine. To encourage cooperation, Mr. Singh instituted weekly meetings for editors to talk about coming coverage and special projects. Before, individual sections often failed to talk to one another, a common complaint across the company.

To entice users to click on more articles, Yahoo is increasingly trying to personalize its site so that the topics that appear are more in tune with the tastes of individual users. Yahoo’s home page already shows more than 13 million variations daily.

Yahoo is also adopting some ideas from social networking. A new service introduced along with Facebook’s announcement of new features allows users to see and share Yahoo news articles that they and their Facebook friends have read.

Yahoo’s shortcomings in media can be traced back to top management’s indecision over whether the company should be a media or technology company, said Larry Kramer, the founder of the business news site MarketWatch and the former president of CBS Digital. The problem confronted Terry S. Semel, a former movie executive who served as chief executive from 2001 to 2007, as well as Ms. Bartz, who used to run Autodesk, a Silicon Valley software company. Yahoo has traditionally straddled both worlds and fallen short in both of them.

Aggregating from other sources made it difficult to develop innovative ways to deliver that content through smartphones and tablet computers, Mr. Kramer said. It fumbled Livestand, an iPad app that combines articles from various publications into a single and slickly designed digital magazine. Yahoo gave a splashy preview of the app at a conference this year and promised it would be introduced by the end of June, but the app is now expected by the end of the fall. The category is now crowded with competition: Zite from CNN, Editions from AOL and the apps Flipboard, Pulse, Taptu, Flud, News.me and SkyGrid.

“They could be the pre-eminent news organization in the world because they have so many customers,” Mr. Kramer said. “They have what every newspaper would kill for.”

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Google Details Electricity Usage of Its Data Centers

The company said that its data centers continuously drew almost 260 million watts — about a quarter of the output of a nuclear power plant — to run Google searches, YouTube views, Gmail messaging and display ads on all those services around the world.

Though the electricity figure may seem large, the company asserts that the world is using less energy as a result of the billions of operations carried out in Google data centers. Google says people should consider things like the amount of gasoline saved when someone conducts a Google search rather than, say, driving to the library. “They look big in the small context,” Urs Hoelzle, Google’s senior vice president of technical infrastructure, said in an interview.

Google says that people conduct over a billion searches a day and numerous other downloads and queries, and it calculates that the average energy consumption for a typical user is small, about 180 watt-hours a month, or the equivalent of running a 60-watt light bulb for three hours. The overall electricity figure includes all Google operations worldwide, including the energy required to run its campuses and office parks, he added.

While comparing different types of electricity loads is difficult, utility companies estimate that 260 million watts could power all of the homes in a sizable city — say, 100,000 to 200,000 homes.

For years, Google maintained a wall of silence worthy of a government security agency on how much electricity the company used — a silence that experts speculated was used to cloak how quickly it was outstripping the competition in the scale and sophistication of its data centers.

The electricity figures are no longer seen as a key to decoding the company’s operations, said Mr. Hoelzle. Google is known to have built efficient data centers. Unlike many data-driven companies, Google designs and builds most of its data centers from scratch, including its servers that use energy-saving chips and software.

Noah Horowitz, senior scientist at the Natural Resources Defense Council in San Francisco, applauded Google for releasing the figures but cautioned that despite the advent of increasingly powerful and energy-efficient computing tools, electricity use at data centers was still rising, as every major corporation now relied on them. He said the figures did not include the electricity drawn by the personal computers, tablets and iPhones that use information from Google’s data centers.

“When we hit the Google search button,” Mr. Horowitz said, “it’s not for free.”

Google also estimated that its total carbon emissions for 2010 were just under 1.5 million metric tons, with most of that attributable to carbon fuels that provide electricity for the data centers. In part because of special arrangements the company has made to purchase electricity from wind farms, Google says that 25 percent of its energy is supplied by renewable fuels, and estimates that it will reach 30 percent in 2011.

Google also released an estimate that an average search uses 0.3 watt-hours of electricity, a figure that may be difficult for many people to understand intuitively. But when multiplied by Google’s estimate of more than a billion searches a day, the figure yields a somewhat surprising result: approximately 12.5 million watts of Google’s 260-million-watt total can be accounted for by searches, the company’s bread-and-butter service.

The rest is used by Google’s other services, including YouTube, whose power consumption the company also depicted as very small.

The announcement is likely to spur further competition in an industry where every company is already striving to appear “greener” than the next, said Dennis Symanski, a senior data center project manager at the Electric Power Research Institute, a nonprofit organization. At professional conferences on the topic, Mr. Symanski said, “They’re all clamoring to get on the podium to claim that they have the most efficient data center.”

Article source: http://www.nytimes.com/2011/09/09/technology/google-details-electricity-output-of-its-data-centers.html?partner=rss&emc=rss

New Mortgage Limit May Set Buyers Back

FOR most potential buyers, the impending change in mortgage limits is just another obscure wrinkle in federal policy. But for some New Yorkers, it could mean the difference between buying and not buying a new home.

On Oct. 1, when the limit on federally guaranteed loans drops to $625,500 from the current level of $729,750, hundreds of buyers in the city and nearby suburbs will either have to come up with larger down payments to stay under the new limit or face the prospect of applying for jumbo loans — anything above $625,500 — which have higher interest rates.

For some buyers, neither option will be viable, and they have set Sept. 30 contract deadlines in hopes of closing on their new homes before the change kicks in.

“Across the country this is not a big deal,” said David Maundrell, the president of aptsandlofts.com, “but in New York, because our prices are where they are, it’s going to be an issue.”

The lower limit will primarily affect buyers searching for homes that cost $750,000 to $1 million. In Manhattan, that means one-bedrooms and smaller two-bedrooms. In Brooklyn, it will mainly affect two-bedroom properties.

Jonathan J. Miller, the president of the appraisal firm Miller Samuel, estimated that the new limit would affect about 7 percent of transactions in Manhattan, which had about 10,000 sales in the past year.

“It’s not a catastrophic impact,” he said. “But it doesn’t help, in a market that’s already facing many challenges.”

June Phillips, a senior vice president of Halstead Property, said that throughout the summer “all my buyers who were looking for a place under $1 million had the jumbo limit in mind, because they knew they’d have to put more money down after Sept. 30.”

Since purchases in New York City, especially co-op purchases, can take as long as two months to close, it is already too late for buyers who are not already in contract to calculate their costs using the higher limit, she said.

In 2008, before the housing and mortgage markets imploded, the national limit for government-insured, or conforming, loans was $417,000. But afterward, to help keep markets moving, the limit was raised to $729,750 in areas with high median home prices, like California, New York and Washington D.C. “But considering the housing market still needs a push,” Mr. Maundrell said, “it’s bad timing to lower the limit now.”

For Peggy Leung and her husband, Bill Hanff, timing is so crucial that Ms. Leung has been contacting the developers of their nearly completed East Williamsburg building at least once a week to see how close it is to getting a certificate of occupancy.

The couple cannot close their deal, even though they have their financing lined up, until the building receives its final permits. “I check so much with them that I’m afraid they’re going to stop responding,” Ms. Leung said. “But if this doesn’t happen, we’re going to have to keep renting until I don’t know when.”

The two, who now rent an apartment in Gramercy Park with their 18-month-old son, Milo, are in contract to buy a one-bedroom duplex with a recreation room and a yard for $749,000. They qualified for a Federal Housing Administration loan, which allows them to put just 3.5 percent down and borrow $722,000. Their carefully drafted contract permits them to duck out of the deal and get their deposit back if the building does not receive its approvals by Sept. 30.

Their mortgage broker, Ross Weinstein, said he had encouraged them to write the deadline into their contract. Even though there remains a chance that the current limit may be extended, he said, it is not a high priority for Congress right now. And he doesn’t think Ms. Leung, who has her own interior design firm, and Mr. Hanff, a Web site designer, would qualify for a jumbo mortgage, which they would need under the lower limit. Most jumbo mortgages, also known as nonconforming mortgages, require at least 20 percent down and a credit score of 720 or more.

Mr. Weinstein, who is the managing partner of Exclusive Capital Consultants, said that given how long it can take to close a deal in New York City, Wells Fargo and other banks stopped operating under the $729,750 mortgage limit on Aug. 15. That means that anyone looking to borrow $700,000, for example, would already be given a jumbo mortgage rate, which is typically about half a point higher than the rate for a conforming mortgage and could cost borrowers an additional several hundred dollars a month.

Article source: http://feeds.nytimes.com/click.phdo?i=4a16f5a9df3c158b0b31050ce05ea257

Losing Vote at a Target in New York, Union Vows to Try Again

The National Labor Relations Board announced on Saturday morning that 137 workers had voted against joining the union, the United Food and Commercial Workers, while 85 workers had voted for it. The unionization drive sought to make the store on Long Island the first of Target’s 1,750 stores in the United States to be unionized.

In a statement, the president of U.F.C.W. Local 1500, Bruce W. Both, said that the workers at the Valley Stream store had endured a “campaign of threats, intimidation and illegal acts by Target management.” As a result, he called on the National Labor Relations Board to direct a new election and order Target to cease its “illegal activity.”

Responding to the union’s allegations, Molly Snyder, a Target spokeswoman, denied that the company had engaged in any intimidation or illegal practices. “Target believes we have followed all laws as outlined by the National Labor Relations Board,” she said.

At the Valley Stream store on Saturday morning, Derek Jenkins, Target’s senior vice president for stores in the Northeast, hailed the results and said, “At Target, it has always been our goal to have a culture where our team members don’t want or need union representation.”

In the days before the vote, union officials said a victory would be a coup that would create momentum for organizing drives at retail stores elsewhere in New York and across the country. Target executives repeatedly told the store’s 250 hourly employees that no union was needed and that the union would make work rules more rigid and make it harder for Target to compete.

“Target did everything they could to deny these workers a chance at the American dream,” said Mr. Both, of the union local. “However, the workers’ pursuit of a better life and the ability to house and feed their families is proving more powerful. These workers are not backing down from this fight. They are demanding another election. They are demanding a fair election.”

During the organizing drive, pro-union workers said the main issues included low wages and work assignments that often totaled just 10 or 20 hours a week — not enough, they said, to support themselves or their children.

The union filed a complaint with the labor board last month asserting that Target had unlawfully prohibited employees from wearing pro-union buttons and from discussing working conditions on online sites. It also said Target had unlawfully threatened employees with dismissal if they spoke about the union.

In meetings and fliers, Target officials told employees that a union could not guarantee better pay or benefits and that the organization only wanted their dues. In a move that worried numerous workers, the company said there were no guarantees that the store would remain open if the workers unionized.

“Target is committed to fostering an inclusive and respectful culture,” Mr. Jenkins said. “We believe in solving issues and concerns by working together with the help and input of all team members. Our team has embraced that philosophy by rejecting union representation.”

Article source: http://feeds.nytimes.com/click.phdo?i=0440f46226f79486082edafe94b123d9

A Russian A.T.M. With an Ear for the Truth

Consumers with no previous relationship with the bank could talk to the machine to apply for a credit card, with no human intervention required on the bank’s end.

The machine scans a passport, records fingerprints and takes a three-dimensional scan for facial recognition. And it uses voice-analysis software to help assess whether the person is truthfully answering questions that include “Are you employed?” and “At this moment, do you have any other outstanding loans?”

The voice-analysis system was developed by the Speech Technology Center, a company whose other big clients include the Federal Security Service — the Russian domestic intelligence agency descended from the Soviet K.G.B.

Dmitri V. Dyrmovsky, director of the center’s Moscow offices, said the new system was designed in part by sampling Russian law enforcement databases of recorded voices of people found to be lying during police interrogations.

The big bank involved, Sberbank, whose majority owner is the Russian government, said it intended to install the new machines in malls and bank branches around the country eventually, but had not yet scheduled the rollout. Technology consultants say the machines, if they go into commercial use, would be the banking world’s first use of voice analysis in A.T.M.’s.

While Sberbank’s technology might strike Westerners as too intrusive, many Russians already assume the government can watch or listen to them when it chooses to. Sberbank executives said the new A.T.M.’s would adhere to Russian privacy laws.

It was the global financial crisis, partly prompted by loans that people could not or would not repay, that prompted Sberbank to tap Russia’s national security experts as it set out to automate most banking activities, said Victor M. Orlovsky, a senior vice president for technology at the bank.

The software detects nervousness or emotional distress, possible indications that a credit applicant is dissembling. That information, Mr. Orlovsky said, would be used in combination with other data, including credit history.

Sberbank is hardly alone in looking over the horizon at new types of banking automation.

Deutsche Bank and Citigroup, for example, are testing futuristic technologies in a handful of bank branches in Berlin, New York and Tokyo. Those banks say their efforts focus on new types of interactive displays and touch-screen terminals, such as a table top made by Microsoft that senses documents and other items placed on it.

And credit approvals by A.T.M. are already a fact of financial life in Turkey, for one, where the bank machines are helping fuel a consumer credit boom that some analysts fear could spiral into a debt crisis.

But Sberbank may be unique so far in trying to turn A.T.M.’s into truth machines.

“We don’t know of any major U.S. financial institutions doing things along those lines, such as trying to gauge whether somebody is lying,” Daniel Wiegand, a senior analyst at Corporate Insight, a company that consults with banks on consumer technology, said in a telephone interview.

A prototype of the machine is on display at Sberbank’s Branch of the Future laboratory in a nondescript office building above a Moscow subway station.

The lab bristles with biometric surveillance technology. When a person walks in, a facial-recognition camera takes note, and an artificial voice cheerily greets known customers. Or, more often, it utters a glum, “Hello, you are not registered,” because only a few of the lab’s staff members have had their faces scanned so far.

Sberbank says that to comply with the part of the privacy law that would prohibit a company from keeping a database of customers’ voice signatures, the bank plans to store customers’ voice prints on chips contained in their credit cards.

Article source: http://feeds.nytimes.com/click.phdo?i=3e45801fcc59d78d6f758ae66118a960

Media Decoder: F.C.C. Commissioner Leaving to Join Comcast

8:02 p.m. | Updated WASHINGTON — Four months after the Federal Communications Commission approved a hotly contested merger of Comcast and NBC Universal, one of the commissioners who voted for the deal said on Wednesday that she would soon join Comcast’s Washington lobbying office.

Meredith Attwell BakerChip Somodevilla/Getty ImagesMeredith Attwell Baker

Meredith Attwell Baker, a former Commerce Department official who worked on telecommunications issues in George W. Bush’s administration, announced that she would leave the F.C.C. when her term expires at the end of June. At Comcast, she will serve as senior vice president for government affairs for NBC Universal, which Comcast acquired in January.

The announcement drew immediate criticism from some groups that had opposed the Comcast-NBC merger. They said the move was indicative of an ethically questionable revolving door between regulatory agencies and the companies they oversee.

The revolving door between government and the lobbyists who seek to influence public policy and legislation on behalf of companies or other organizations was a target of reform by President Obama even before he took office. During the 2008 campaign, he vowed to “close the revolving door” and “clean up both ends of Pennsylvania Avenue” with “the most sweeping ethics reform in history.”

Though Ms. Baker was appointed to what is considered an independent regulatory agency, she signed the administration’s ethics pledge upon taking office in July 2009. Under the pledge, she will not be allowed to lobby anyone at the F.C.C. for two years after her departure.

In addition, Ms. Baker will not be able to lobby other political appointees at the F.C.C., including other commissioners, for the remainder of the Obama administration, including a second term if the president is re-elected. She faces a lifetime ban on lobbying any executive branch agency, including the F.C.C., on the agreement that Comcast made with the commission as a condition of its approval of the merger with NBC Universal.

Ms. Baker can lobby members of Congress immediately upon beginning her new job.

“I am privileged to have had the opportunity to serve the country at a time of critical transformation in the telecommunications industry,” Ms. Baker said in a statement. “The continued deployment of our broadband infrastructures will meaningfully impact the lives of all Americans. I am happy to have played a small part in the success.”

Ms. Baker, one of two Republicans on the five-member commission, recently criticized the speed of the commission’s review of the Comcast-NBC merger, which took 355 days. The F.C.C. voted 4-1 in January for approval, subject to several conditions.

“The NBC/Comcast merger took too long, in my view,” Ms. Baker said on March 2 in a speech to a communications industry group. Noting that that time was similar to the length of other major merger reviews at the commission, she asked whether those reviews were preventing companies from trying to grow through acquisition.

“My concern is that you might walk away,” she told the communications executives, “and how many other consumer-enhancing and job-creating deals are not getting done today.”

Her route of departure was harshly criticized by Craig Aaron, the president and chief executive of Free Press, a media interest group that had opposed the Comcast-NBC merger. Mr. Aaron called the move “just the latest, though perhaps most blatant, example of a so-called public servant cashing in at a company she is supposed to be regulating.”

“No wonder the public is so nauseated by business as usual in Washington, where the complete capture of government by industry barely raises any eyebrows,” Mr. Aaron said. “The continuously revolving door at the F.C.C. continues to erode any prospects for good public policy.”

Ms. Baker issued statements about her departure through both the F.C.C. and Comcast, but she did not address the revolving door issue in those statements. She did not return a phone call to her F.C.C. office seeking comment.

Other interest groups were less vehement in their objections, in part because they viewed Ms. Baker as likely to have voted to approve the Comcast-NBC merger regardless of where her next job would be.

Most of her colleagues on the commission wished Ms. Baker well in official statements.

“She’s made our decisions smarter and our policies better,” Julius Genachowski, the chairman of the F.C.C., said. “I wish her well in her new role at NBC Universal.”

Only one F.C.C. commissioner, Michael J. Copps, who voted against the Comcast-NBC merger, expressed surprise at her departure.

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