Text-Context-Porter-1.0

Grok Headline matches for Text-Context-Porter-1.0

Text-Context-3.4

Text-Context-3.4 05/01/2004 10:24 AM

ATTRIBUTES CONTEXT MENU (free): Adds a
context menu to all files and folders to
quickly modify their system attributes

ATTRIBUTES CONTEXT MENU (free): Adds a
context menu to all files and folders to
quickly modify their system attributes 10/28/2003 11:06 PM

porter

porter 12/18/2003 07:00 AM
yeah

Porter Goss: I'm not worthy

Porter Goss: I'm not worthy 08/11/2004 08:51 PM
The White House says that Porter Goss is the "most qualified man" to run the CIA. Don't tell Porter Goss.

Whiskey Bar: The Night Porter

Whiskey Bar: The Night Porter 08/16/2004 10:31 AM
Billmon at the Whiskey Bar: The Night Porter .. Who is Porter Goss? .. Billmon

billmon.org/archives/001630.html
track this site | 3 links

Seeing What's Next: Porter, Drucker and
Christensen

Seeing What's Next: Porter, Drucker and
Christensen 03/17/2005 04:25 AM

The Idea: An overview of Michael Porter's, Peter Drucker's, and Chris Christensen's approaches to innovation research. Research is probably the most undervalued, and poorly done, process in Western business. It's not rocket science, but doing it well takes practice, a disciplined process, and strong creative, analytical and communication skills. Clay Christensen's new book Seeing What's Next is essentially a book about doing good research, directed at accurately predicting the future of your business, or of an entire industry, and the market forces that affect it. Whereas most predictions of the future done by analysts and accountants are essentially projections, and assume little or nothing will change except perhaps the volume and margin of sales, any really useful, strategic prediction must be a forecast, which identifies what will, or might, significantly change, disrupt the market and the status quo, and how your company can react to these anticipated changes. The forecast is the net result of these anticipated external market and non-market changes and your company's planned response to them. The key to being able to competently anticipate such changes is knowing where to look and knowing what to look for. Michael Porter, in his book Competitive Strategy, identifies 'five forces' that provide one approach to doing so: Suppliers: How many there are, how their offerings differ, how their pricing structures differ, where/how they get their supplies, how expensive it is to switch suppliers, what substitute supplies might be available, whether suppliers could become competitors, and how much an impact their price has on your price Customers: How much power they have to affect your price, how much they buy, what different customer segments exist, how your and others' brands are perceived, how price-sensitive they are, whether they could become competitors, how your products are differentiated in customers' eyes, what motivates them to buy, what substitutes for your product could become available, and how many there are and how they are distributed Competitors: The fierceness of competitive actions and price-cutting, the costs of abandoning an overly-competitive product and doing something else, the number and diversity of competitors, fixed costs and margins, the growth rate and stage of maturity of the industry, production capacity, the cost to customers of switching suppliers, customer loyalty to your and to competitors' brands, differences between your and competitors' products, and the size and profitability of the market Potential New Entrants: Cost, capital requirements and learning curve to new competitors entering your market, availability of supplies and distribution channels to new entrants, impact of government regulation on ease of entrance, economies of scale, value of brand and cost-of-switching advantage to incumbents, ability of incumbents to retaliate quickly against new entrants, intellectual property (patents etc.) Potential New Products: New substitute products and technologies and their attributes, cost of switching to customers, customers' buying criteria and propensity to change to a novel product versus just changing brands, price/performance ratio of new vs. current products The last two of these five forces are the source of what Christensen in his earlier books called disruptive innovations -- the ones that are often not foreseen when your focus is intently on customers, suppliers and competitors. So one way to predict the future for your company would be to do thorough research in each of these five areas, see what changes are occurring or what changes your company could precipitate, and how those changes and your company's responses to them would 'play out' in the marketplace. It is not uncommon for research of this nature to use scenario planning techniques -- to write several different 'stories' of how these changes might play out, and allow management and experts in the industry to assign probabilities to each before deciding what actions to take. I have already written about Drucker's approach, in his book Innovation and Entrepreneurship, to knowing where to look and what to look for. For completeness, my synopsis charts of his innovation process are reproduced in the charts below. His 'where to look' is the seven innovation sources illustrated in Fig.2 below. His approach to analyzing these potential 'change producers' is described in Fig.3 below. His approach to identifying what changes may be coming is similar to Porter's -- look for the sources, do your research, and then analyze the implications critically -- but he slices the 'universe of change possibilities' differently: In Seeing What's Next, Christensen offers yet another way of parsing this 'universe of change possibilities'. What is most different about his book is that he devotes the bulk of it to applying his approach in detail to predict 'what's next' in five industries: education, air transport, semiconductors, health care and telecom, and in global markets. Here's a summary of his theory of where to look and what to look for: Customers: Undershot Customers (those dissatisfied with current product limitations): Look for signs whether existing or new providers are addressing these dissatisfactions through 'sustaining' innovations (incremental or radical). Overshot Customers (those for which current products are too complex or expensive): Look for signs whether new or existing providers are introducing low-end 'disruptive' innovations, whether providers from niche or other markets are entering this space because their offering is simpler or cheaper and meets requirements, and whether new standards are emerging that allow commoditization of the product at a radically lower price. Non-Customers (those that are not currently using the industry's products): Look for signs whether new or existing providers are introducing new products that are simpler, cheaper or more convenient and bringing new customers into the market. Non-Market Forces: Look for signs whether new regulations or government policies are making it easier for new competitors to enter the market space. Competitors: SWOT: Compare the strengths and weaknesses of current and potential competitors (tangible and intangible resources they have access to, processes and skills they have at their disposal, response to past challenges, their strategies, structure, historical priorities and business model -- the way they make money. Asymmetries: Assess what each competitor is doing that others can't or won't do (e.g. go after niche markets, compete in the low end of the market, dramatically shift processes or business model in response to new market opportunities) Strategies: New Entrants: Assess whether potential new entrants are flexible, experimenters and fast learners; whether they have the internal skills and experience to enter the market effectively; and whether their investors are patient for growth yet demanding of high margins -- all of these signal success in entering the market. Creation of New Value Network (suppliers, customers, alliance partners): Assess whether new entrants' initial target customers, selected suppliers and strategic allies are sufficiently 'freestanding' (different from incumbents') to prevent incumbents from co-opting them before they can effectively enter the market. Incumbents: Assess whether incumbents have established their own separate innovative organizations or internal innovative capability to launch its own disruptive innovations. Just as a reminder, here from my earlier article are Christensen's definitions of sustaining innovations and disruptive innovations: Sustaining Innovations are new, higher-margin, significantly more valuable products and services brought to an existing market, a known group of customers. Large corporations, who 'have' most of those customers, have a huge advantage in introducing such innovations. Disruptive Innovations are new products and services that extend the market to a whole new class of customers (usually down-market, by introducing a cheaper version or alternative). As these innovations improve they gradually start to eat away at the up-market version, sometimes destroying it.  (His books have many examples of both types, the most famous disruptive innovations being the Mini-computer and then the PC which largely destroyed the mainframe computer market). I like all three models -- Porter's, Drucker's, and Christensen's -- and if I were to be assigned to do some innovation research today, I would use a combination of all three approaches, looking at the markets, and potential markets, and the forces that drive them, from all three perspectives. That way you can actually get a '3-D' forecast of the future of your, or your client's, business or industry, or the entire economy. I would also integrate into the research process Imperato and Harari's Thinking the Customer Ahead approach, a type of primary research (i.e. face-to-face, as contrasted with secondary research, which is looking at written documents in the public domain) that entails helping the customer to imagine where their business is headed, and then working backwards to assess the implications of that on where your client's business is headed. I would use the Pyramid Principle methodology to document the research and perform the analysis. And I would probably structure the results as scenarios or future-state stories, embedding the results of the identified strategic innovation and differentiation responses I would recommend the client undertake. If you want to practice applying these theories and doing your own research, analysis and "what's next" forecasting, here are three intriguing exercises: Tivo won many awards for its invention of the personal video recorder, which had all sorts of interesting attributes: the ability to record automatically by interfacing with online program guides, the replacement of the much-loathed VCR, the ability to strip out commercials, the ability to do 'instant replays' on the fly on any program. But it has not been terribly successful or profitable. Could it reinvent itself or is the advent of competitive PVR technologies built into TVs, satellite systems, and PC video software its death knell? The decision by Mercedes not to introduce its Smart Car into the US market has the industry abuzz, as has its failure to make a profit in Europe. Now, GM is considering introducing a lower-end similar vehicle for $3,000 into the Chinese market, but is concerned about whether this could cannibalize its own markets. What will the future hold for these vehicles? The Apple iPod has been enormously successful, even being able to command a premium price over comparable products made by reputable manufacturers. If you were Sony, what would be your competitive response to the iPod?

Porter pays £12m to Westminster

Porter pays £12m to Westminster 07/05/2004 09:22 AM
Dame Shirley Porter pays £12m to Westminster Council as part of a deal over her role in a homes for votes scandal.

Tim Porter Lets Out a Roar

Tim Porter Lets Out a Roar 06/05/2005 11:17 PM
"More simply, professional life isn't turning out quite the way these journalists thought it would - and it makes them mad." Tim Porter, writing about his former colleagues in the American newsroom.

ViVaEleca DVD Porter and Mpeg HDGate

ViVaEleca DVD Porter and Mpeg HDGate 08/09/2004 10:01 PM

Novac, SoftBank BB, and Mitsui Bussan's new "ViVaEleca" brand is off to a very, very slow start with one of its two debut products; the "DVD Porter" portable DVD player may cost under $300 USD, but you get what you pay for.

While I can't say much bad about the player, I can't find much to say that's good about it, either. All of its features are standard, such as the 5" TFT LCD, MP3 playback, digital output, and blah.

Interestingly enough, the second product from the new company isn't (well, doesn't appear to be) as crappy. For around the same price as the above mentioned portable DVD player, you can instead invest in a set-top box type media player with both DVD drive and 3.5" hard drive slot. One good feature about the "Mpeg HDGate" is the special cassette into which the hard drive is inserted. You can remove the hard drive from the player by simply sliding it out of a slot on the front, and the cassette itself has a USB 2.0 port. In other words, you don't need to remove the case of either the player or your computer to write to the hard disk.

Still, my lazy, white ass would prefer an Ethernet connection.

Read - Product Information (DVD Porter) [ViVaEleca]
Read - Press Release (Mpeg HDGate) [Novac]

Porter Goss and that blue dress

Porter Goss and that blue dress 08/11/2004 01:44 PM

Google Looking at Crispin Porter to Take
Over Public Relations?

Google Looking at Crispin Porter to Take
Over Public Relations? 01/04/2005 08:47 PM
Search Engine Journal Jan 5 2005 12:49AM GMT

Senate Confirms Porter Goss as New U.S.
Spy Chief

Senate Confirms Porter Goss as New U.S.
Spy Chief 09/23/2004 12:41 AM
Reuters via Wired News Sep 23 2004 4:35AM GMT

Senate Confirms Porter Goss as New Spy
Chief

Senate Confirms Porter Goss as New Spy
Chief 09/22/2004 08:59 PM
Reuters via Wired News Sep 23 2004 0:25AM GMT

Bush Set to Nominate Porter Goss as CIA
Chief (Reuters)

Bush Set to Nominate Porter Goss as CIA
Chief (Reuters) 08/10/2004 07:11 AM
Reuters - President Bush on Tuesday will nominate as CIA director Rep. Porter Goss, a Florida Republican and head of the House Intelligence Committee, a senior administration official said.

Cybersleuths track Dame Porter’s
millions

Cybersleuths track Dame Porter’s
millions 08/04/2004 06:07 AM
The Register Aug 4 2004 10:43AM GMT

Online scholarVALPARAISO: Porter
Memorial nurse earns bachelor's degree
via Internet program

Online scholarVALPARAISO: Porter
Memorial nurse earns bachelor's degree
via Internet program 06/21/2004 05:56 AM
Thetimesonline.com - Mon Jun 21, 06:32 am GMT

SWF Text Version 1.1: Feature-Rich Flash
Text Animation Tool for Dummies

SWF Text Version 1.1: Feature-Rich Flash
Text Animation Tool for Dummies 04/08/2005 05:09 AM
AntsSoft today announced the release of SWF Text version 1.1, an innovative text animation tool for producing professional-quality Flash movies in five minutes [PRWEB Apr 8, 2005]

W3C Releases Public Working Draft for
Full-Text Searching of XML Text and
Documents

W3C Releases Public Working Draft for
Full-Text Searching of XML Text and
Documents 07/13/2004 06:43 PM
XMLMania.com Jul 13 2004 10:01PM GMT

It's about the context

It's about the context 06/17/2005 04:39 PM

Like Stowe said - social networking is all about the context.

See Suicide Girls, MySpace or 1UP.

It's all about Context

It's all about Context 10/28/2003 11:08 PM
Andrew Orlowski writes about TrackBack as the catastrophe that is ruining Google searches and cites the "empty" TrackBack listing pages...

The Next Context

The Next Context 04/16/2004 09:08 PM
Internet.com Apr 17 2004 1:25AM GMT

"context"

"context" 12/20/2003 09:47 PM

ConTEXT v0.97.3

ConTEXT v0.97.3 12/30/2003 05:15 PM
ConTEXT is a small, fast and powerful text editor, developed mainly to serve as secondary tool for software developers. [Freeware 1.08 MB]

What's the Context?

What's the Context? 03/06/2004 01:50 AM
Le gal Services + Social Networking.... Posted Feb 27, 2004, 12:17 PM ET by Judith Meskill

Demir Barlas writes that Miller & Chevalier, a Washington, D.C. law firm, has installed Interface Software’s Social Networking system to connect their ~120 lawyers and professionals. Not likely bedfellows but the utilization of Interface’s solution has, according to Sturgis Sobin, chairman of the international department of Miller & Chevalier, created new business: “In the past year, we’ve had a couple of instances where the software identified an existing relationship we’d never have been aware of otherwise,” says Sobin. “One of those engagements generated more than a million dollars in new business.” A most practical application of Social Networking Services [The Social Software Weblog]

Marc's bit....

Yet another example of social networking as a feature, not a stand alone market.  Maybe eventually hopefully like soon enough some day folks will stop trying to ask "how do you make money from social networking" and instead will say "what can I use social networking for?"

In other words - as danah likes to say - What's the Context?

Building a Blog with Dreamweaver, PHP,
and MySQL - Part 6: Replacing Text Areas
with Rich Text Editors

Building a Blog with Dreamweaver, PHP,
and MySQL - Part 6: Replacing Text Areas
with Rich Text Editors 12/22/2004 01:47 AM
In this final installment, learn how to transform the familiar HTML text area into a rich text editor with formatting and file-uploading capabilities.

Context ThumbView v1.8.1

Context ThumbView v1.8.1 04/30/2004 07:57 AM
Context ThumbView is a Windows Explorer context menu extension that provides a pop-up menu containing thumbnail of selected image file. It supports most of popular image file formats. [Shareware 935 KB]

Attribute-Context-0.03

Attribute-Context-0.03 12/12/2003 06:41 PM

criticize in context

criticize in context 06/22/2004 10:40 AM
zeldman explains how design critiques that don't consider use context are less useful

When context is inconvenient

When context is inconvenient 03/08/2004 11:07 PM

"misleading because they were taken out
of context"

"misleading because they were taken out
of context" 09/03/2004 08:22 AM

Designing for Context with CSS

Designing for Context with CSS 03/06/2004 01:52 AM
The medium is the message: Imagine providing unique information exclusively for people who read your site via a web-enabled cell phone -- then crafting a different message for those who are reading a printout instead of the screen. Let your context guide your content. All it takes is some user-centric marketing savvy and a dash of CSS.

Context Broker

Context Broker 04/09/2004 04:11 PM

Context Broker Architecture. CoBrA is an agent based architecture for supporting context-aware systems in smart spaces (e.g., intelligent meeting rooms, smart homes, and... [Raw]

[about.CoBrA]

Context Broker Architecture (CoBrA) is an agent based architecture for supporting context-aware systems in smart spaces (e.g., intelligent meeting rooms, smart homes, and smart vehicles). Central to this architecture is an intelligent agent called context broker that maintains a shared model of context on the behalf of a community of agents, services, and devices in the space and provides privacy protections for the users in the space by enforcing the policy rules that they define. Key differences between CoBrA and other similar architectures are the following: CoBrA uses the Web Ontology Language OWL, a W3C Semantic Web standard, to define ontologies of context (people, agents, devices, events, time, space, etc.). In other systems, context is often implemented as programming language objects (e.g., Java classes), lacking the expressive power to support context reasoning and high-level knowledge sharing. CoBrA provides a resource-rich context broker to maintain a shared model of context for all computing entities in an associated space. In other systems, individual entities are usually required to manage their own contextual knowledge. CoBrA allows the users to define privacy policy to control the sharing and the use of their situational information (e.g., where they are, who they are with, what they are doing). In other systems, the computing entities are usually free to share any acquired situational information of a user. Figure 1 shows an overview architecture diagram of CoBrA. For more information, please see the documents listed in the paper section.

Thanks Danny!

Ariadne Genomics Launches MedScan™
Text-to-Knowledge Suite 2.0, Unique Tool
that Converts Scientific Text into a
Database of Functional Relationships

Ariadne Genomics Launches MedScan™
Text-to-Knowledge Suite 2.0, Unique Tool
that Converts Scientific Text into a
Database of Functional Relationships 06/05/2005 11:58 PM
Ariadne Genomics, Inc. today announced the launch of MedScan™ Text-to-Knowledge Suite 2.0, a Natural Language Processing-based tool for automated extraction of biological facts from scientific literature, MEDLINE abstracts, and other text sources. A demo version of MedScan is available at www.ariadnegenomics.com. [PRWEB May 18, 2005]

Carriers should be context providers

Carriers should be context providers 03/06/2004 01:56 AM

As the thought of paying $3500 for a month of gprs sinks in and I think about the speech I'm going to give at MILIA to the carriers and content providers in the audience, I'm thinking more and more about how I think it might be a bad idea for the carriers to get into the content business.

I think that as broadband becomes a standard part of households, more and more people will fill up their iPods and mobile devices with all the content they need from their flat-fee low-cost pipe. Most content isn't THAT time sensitive. I don't see any reason to have to download content on-the-go over expensive gprs when devices can talk wifi or bluetooth and have enough storage to allow you to carry content around.

The main value that always-on provides is presence information, short messages and time sensitive stuff like news. I don't really see the need to have broadband to do that. I think the carriers should focus their energies on stuff like identity, payment systems, IM and presence and leave the content business up to people who know how to move large volumes of bits around at low cost. The problem with most telephone companies is that they have spent their whole lives worrying about quality of service, but moving large volumes of data around is not about quality of service. You can afford to drop a few bits if they're not time sensitive and it's a completely different game than the circuit business.

I realize that 3G networks are supposed to provide us with a cheaper way to provide mobile broadband, but I just can't imagine the cost of all of the roaming deals, the metering systems and the BigCo overhead ever being able to compete with the simplicity of the Internet and wifi. I am not convinced that there is a market for broadband mobile content.

This may seem obvious to Internet folks, but I think the mobile operators are seriously considering broadband content over mobile phone networks as "the next big thing".

Of Grouping, Counting, and Context

Of Grouping, Counting, and Context 08/05/2002 10:44 PM
In this month's Q&A column, John Simpson examines the use of XSLT keys for grouping and the count() function.

Miscallaneous out-of-context quotes of
the day

Miscallaneous out-of-context quotes of
the day 06/02/2004 04:38 PM
"I didn't want to pass the child making time. It was kinda fun - in a necrophile sort of way". -- Mr. Tactful after telling his wife he raped her while she was passed out to cover for the fact that in fact, it was really Satan who raped her.

"What does that mean?" -- A coworker after seeing my new hair.

"I do the same kind of work as him - except that I'm worse." -- During an introductory round in a meeting.

"NO!" -- Several times today.

"Lower your arms!" -- Also, several times today. (I seem to have a problem with that one.)

"You must drink Olvi! Fucking shithead! Perkele!" -- When I reached for a Pepsi bottle in a store. Huh?

"My boyfriend came yesterday in secret, hid in the bushes and took pictures of me!" -- A worryingly happy girl.

"Are you feeling pain, too?" -- Two minutes earlier. Different girl.

"Your personality comes through well." -- A colleague after reading my travel log. (See, Matt, not all of my traumas come from you!)

Stowe raps it out - "it's about the
Context of SNS!"

Stowe raps it out - "it's about the
Context of SNS!" 06/22/2005 02:41 AM

Stowe Boyd has an excellent rap on "Social Networks: Boring, Broken or off-track?".

He points out that many people feel that keeping their profiles up to date is tedious and boring at best and that big players like 6A should start building SNS features into their blog tools.

I hope most people know how MySpace got there:

- by focusing on music
- by throwing Raves and parties
- by providing lots of coolio, compelling activities for mating kids to keep themselves busy.

But be clear - MySpace is a dating site. Everything that Jonathan Abrams wanted Friendster to be - MySpace is. But that's a fairly limited context - for the rest of us.

Social Networking systems need to apply themselves to niche targeted audiences. That's where they'll monetize.

Bookmark Context Menu

Bookmark Context Menu 03/13/2003 10:14 AM
Asa lets us know of Pierre's excellent recent work with context menus now working in the bookmark menu in Phoenix. Here's a screenshot from the latest nightly build: I've been waiting for this one for ages since I have most of my bookmarks in folders in the bookmark menu. It...

Putting identity into context

Putting identity into context 06/17/2005 04:49 PM
Last week's newsletter about context ("Explaining the importance of context in ID mgmt.") elicited responses from a number of readers. A few readers - especially those who disagreed - appear to have a different definition of context. That's not really surprising, as some people whose job is designing identity architectures and services also appear to have a different definition than mine. I'd like to use an example that one reader submitted (Thanks, Paul) to try to further explain this. The example:

Grok Description matches for Text-Context-Porter-1.0
GrokA matches for Text-Context-Porter-1.0

Text-Context-Porter-1.0

The following phrases have been identified by the grok system as matching this entry: