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Árni Rafnsson

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Google the magic moments I/O 2013 Highlights

Published on Jun 4, 2013   4.37 min.

Google I/O May 15-17, 2013

Moscone Center, San Francisco

Relive the magic moments of Google I/O 2013, including the keynote, sessions, Developer Sandbox, and After Hours.


Google is now the world’s largest media owner with revenue of $37.9bn

Google's London offices


The world’s largest media owner, according to ZenithOptimedia’s Top Thirty Global Media Owners report.

It estimates that in 2012 Google accounted for 65 per cent of all internet searches across the world 82 per cent of all paid search advertising. With its investment in Youtube, ownership of Google+ and moves into mobile advertising – ZenithOptimedia estimates that Google has 15 per cent of display advertising worldwide

Top 30 media owners for 2012 (ranked by media revenue in $bn).

1 Google 37.9
2 The DirecTV Group 27.2
3 News Corporation 26.4
4 Walt Disney Company 19.7
5 Comcast 16.2
6 Time Warner 15.6
7 Bertelsmann 11.3
8 Cox Enterprises 11.1
9 CBS Corporation 10.8
10 BSkyB 10.2
11 Viacom 9.1
12 Vivendi 6.8
13 Advance Publications 6.6
14 Clear Channel Communications 6.2
15 Yahoo! 5.0
16 Gannett 5.0
17 Globo 4.7
18 Grupo Televisa 4.5
19 Fuji Media Holdings 4.5
20 Yomiuri Shimbun Holdings 4.1
21 Axel Springer 3.9
22 Mediaset 3.8
23 Hearst Corporation 3.8
24 JCDecaux 3.4
25 Asahi Shimbun Company 3.2
26 Microsoft 3.2
27 Facebook 3.2
28 ProSiebenSat.1 3.0
29 ITV plc 2.9
30 Sanoma 2.5
















Samsung new mini version of Galaxy S4 handset

PUBLISHED:  27 May 2013 

Samsung accidentally reveals new mini version of Galaxy S4 handset on its OWN website

The firm made the gaffe on its own website – showing the unannounced handset as an option in an online app store.

The handset is expected to be announced in July, and have a 4.3inch screen to counter claims the Galaxy S4, which has a five inch screen, is too big.

  • Leaked image spotted ahead of expected summer release
  • Expected to have a 4.3inch screen and 8MP camera, and go on sale in July
The Galaxy S4 mini was leaked on Samsung's own website - and spotted by Israeli site tgspotThe Galaxy S4 mini was leaked on Samsung’s own website – and spotted by Israeli site tgspot
This image claims to show the Galaxy S4 mini (right) next to the full size S4, showing the smaller screen size of 4.3 inches on the mini compared to 5inches on the full sized handsetThis image claims to show the Galaxy S4 mini (right) next to the full size S4, showing the smaller screen size of 4.3 inches on the mini compared to 5inches on the full sized handset

However, the firm has since removed the listing, and refused to comment on it.

Earlier this month anonymous Weibo user ‘PunkPanda,’ who has leaked photos of unreleased devices in the past, posted pictures of what is claimed to be Samsung’s upcoming Galaxy S4 mini.




The pictures show a handset with a 4.3inch screen next to a full-size Galaxy S4. 

It is believed Samsung has developed the handset after claims the ‘full size’ S4, with a 5inch screen, was too large.

The firm has previously created mini versions of its handsets.

It comes after Samsung came under fire after it Galaxy S4 buyers are getting much less storage than they pay for because the device is sold full of ‘bloatware’. 

Another leaked shot of the Galaxy S4 mini, which according to Samsung's own website, will be available in two versionsAnother leaked shot of the Galaxy S4 mini, which according to Samsung’s own website, will be available in two versions


Bloatware includes apps and files that are added to handsets by the manufacturers and networks before they are sold to customers.

The S4, which costs around £550 SIM-free, is advertised as having 16GB of internal storage, yet because or these preinstalled apps, operating system files and network features, this is almost halved to 8.8GB. 

A tale of two smartphones


Versatility: Samsung prides the Galaxy S4 on being a 'life companion' that will 'improve the way most people live every day'

Height: 136.6 mm (5.38 inches)

Width: 69 mm (2.72 inches)

Depth: 7.9 mm (0.31 inches)

Weight: 130 grams (4.59 ounces)

Touchscreen: 5in

Pixel density: 441 per inch

Display: 1920-by-1080 pixels

Network speeds: 3G and 4G LTE Lite

Camera: 13 megapixel in back-facing camera, 2 megapixel in front-facing

Voice recognition: Can translate nine languages and utilizes voice-activated tools that can dictate, reply, forward or save text messages

Built-in apps: Video chat; internet browser; Gmail; Google Talk, Google Play Store; infrared LED; Google Maps; YouTube

Processor: 1.9GHz quad-core processor or 1.6GHz octa-core processor

Internal memory: 16GB; 32GB; or 64GB

Other memory: Data stored in Samsung’s HomeSync – a household cloud service

Battery: 2,600 mAh

Operating system: Android 4.2.2 Jelly Bean



Height: 123.8 mm (4.87 inches)

Width: 58.6 mm (2.31 inches)

Depth: 7.6 mm (0.3 inches)

Weight: 112 grams (3.95 ounces)

Touchscreen: 4in

Pixel density: 326 per inch

Display: 1136×640 pixels

Network speeds: 3G and mobile 4G

Camera: 8 megapixel in back-facing camera 1.2 in front-facing

Voice recognition: Siri upgraded to allow spoken recommendations for films or restaurants. Possible to update Facebook status by voice command

Built-in apps: FaceTime; video editing; Safari internet browser; email; Apple maps; no YouTube as standard

Processor: A6 chip said to be twice as quick as A5.

Internal memory: 16GB; 32GB; or 64GB

Other memory: Purchases stored in Apple’s iCloud servers

Battery: 1,400 mAh

Operating system: Apple iOS 6

Smart: The screen reacts to movement, and a video will automatically pause if you're not looking at the phoneSmart: The screen reacts to movement, and a video will automatically pause if you’re not looking at the phone


Amazon’s Kindle smartphone is coming ! It’s 3D ! We’ve heard this before ! But this time, it’s true !

May 9, 2013

Amazon’s Kindle smartphone is coming! It’s 3D! We’ve heard this before! But this time, it’s true!

Take a deep breath, hold on to your hat, and take a seat: Amazon is building a smartphone.

Still there?

Sorry for the big shocker. Almost a year after reports that Amazon was testing smartphones in Asia, half a year after rumors Amazon was buying a smartphone chip processor, a year after more reports that Amazon was building its own smartphone, five months after unveiling a notifications system that would look really nice on a smartphone, and six months after probably wild speculation that Amazon was going to unveil a smartphone for the pre-Christmas shopping spree in 2012, there’s yet another report that Amazon is building a smartphone.

But this one has a 3D screen.

kindle fire unboxingThe Wall Street Journal says that Amazon is building at least two smartphones, including a high-end model with 3D graphics and retina-tracking technology so that users can navigate content by “using just their eyes.” Plus an audio-only “streaming content device.”


Amazon is almost certainly working on a smartphone and almost certainly planning to release it in 2013. There’s just too much smoke for there not to be fire. And having made its bet on digital content being the growth engine of the company’s future success — 12 of the 15 highlights in Amazon’s recent earnings release were about digital content — a smartphone that makes use of Amazon’s recently expanded app store and burgeoning virtual shelves of ebooks, TV shows, movies, and all other forms of digital content makes way too much sense.

But a couple grains of salt.

Amazon hasn’t made its bones in the tablet market by offering the absolutely latest and greatest technology but by presenting a solid product at a rock-bottom price. So I’m a little skeptical about all the wild 3D speculation — especially because that could be a sweet datapoint plant for the company to identify leak sources. And, in reality, a company the size of Amazon, like Apple, is working on many different projects at any given time. Some of them will come to market, and some of them won’t.

ubuntu smartphoneOne company that can’t be happy about Amazon impending smartphone plans, however, has to be Google. Amazon has essentially hijacked Android for its Kindle offerings, taking the open-source mobile operating system that Google has developed, stripping out the Google app store, Google apps, and Google branding, and replacing them with its own offerings. Amazon will doubtless adopt the exact same strategy with any smartphone play — as Samsung might as well.

And, given the fact that Kindle is probably the leading Android-based tablet, it has the potential to do well in smartphones as well.

Of course, incumbent leader in Android sales Samsung might have a thing or two to say about that.

Read more at http://venturebeat.com/2013/05/09/amazons-kindle-smartphone-is-coming-and-its-3-d-and-weve-heard-this-before-but-this-time-its-true/#Ph7OoOuo5j3tBp6k.99


How Samsung´s Galaxy S 4 Compares With : iPhone 5 from Apple

The year is Samsung 2013

By Matthew Lynley

Samsung Electronics Co.
Samsung’s new Galaxy S 4 phone is due to launch globally at the end of April.

Samsung finally pulled the curtains back on the Galaxy S 4, its next flagship Android smartphone, at an event in New York today.

In addition to bumping up the size of the screen from 4.8 inches to 5 inches, the guts of the device also received a significant boost — putting it ahead of the major competition in many technical aspects.

Granted, we haven’t seen the Apple‘s AAPL +0.96% next iPhone model for 2013, but for the time being the specifications of the Galaxy S 4 are a significant upgrade.

In addition, the device also sports some new software features not seen in the competition, like the ability to interact with the phone using eye movement and hand gestures without touching it.

The Galaxy S 4 will be available late April on most major U.S. carriers, and will run the most recent version of Google‘s GOOG -0.46% Android operating system, called Jelly Bean.

In the meantime, here are how the specs compare with its predecessor and the iPhone 5:


Like the iPhone 5, the Galaxy S 4 will be sold at the major U.S. carriers, as well as at U.S. Cellular and Cricket.

Screen resolution

Galaxy S 4: 1920 x 1080 pixels

iPhone 5: 1136 x 640 pixels

Galaxy S III: 1280 x 720 pixels

Pixels Per Inch

Galaxy S 4: 441 ppi

iPhone 5: 326 ppi

Galaxy S III: 306 ppi


Galaxy S 4: Qualcomm Snap QCOM -0.28%dragon Fusion Pro, 1.9 GHz quad-core processor; or Samsung Exynos 5 Octa, 1.6 GHz quad-core + 1.2 GHz quad-core processor (chip depends on market)

iPhone 5: Apple A6, 1.3 GHz dual-core processor

Galaxy S III: Qualcomm S4, 1.5 GHz dual-core processor

Display size

Galaxy S 4: 5 inches

iPhone 5: 4 inches

Galaxy S III: 4.8′ inches


Galaxy S 4: 4.59 oz

iPhone 5: 3.95 oz

Galaxy S 3: 4.69 oz


Galaxy S 4: up to 64 GB. 2GB RAM

iPhone 5: up to 64 GB. 1GB RAM

Galaxy S III: up to 64 GB. 2GB RAM


Galaxy S 4: 13 megapixel rear, 2 megapixel front

iPhone 5: 8 megapixel rear, 1.2 megapixel front

Galaxy S III: 8 megapixel rear, 1.9 megapixel front

Video Capture

Galaxy S 4: 1080p

iPhone 5: 1080p

Galaxy S III: 1080p


Galaxy S 4: 2,600 mAh

iPhone 5: 1,440 mAh

Galaxy S III: 2,100 mAh


The iPhone 5 and Galaxy S III start at $199 on contract. The Galaxy S 4 has not been priced yet.



My model of business is The Beatles! Steve Jobs

Steve Jobs 2003 Rare Interview : 5:44 min

It all started with Georg Lucas; he had a problem …he being the genius that he was……I bought into that dream both sort of spiritually and financially and together we started Pixar in 1986

My model of business is The Beatles.  You know they were 4 very talented guys who balanced each other… And the song was greater.. The total was greater than the sum of parts.  I see business that way too.  It’s really always a team…with the Beatles when they were together they did truly brilliant innovative work…And when they split up they did good work, but it was never the same ; and I see business that way too, it’s really always a team.


Q. to Steve: As a person what´s your biggest strength ? Steve: I have been very lucky in meeting incredibly talented people and uh…and and hanging out with them and so that’s been my greatest strength. Q. to Steve: And what is your biggest weakness ?  Steve: You know I think all of us need to be on guard against arrogance which uh… which knocks at the door whenever you’re successful.

Have you lived through that ?  Steve: 

Oh Sure !  As you may know I was basically fired from Apple when I was thirty and uh…and was invited to come back twelve years later so… that was “the difficult” when it happened but maybe the best thing that ever happened to me?!


There would´nt have been a Pixar if that hadn’t happened and uh... so you move on. Life goes on and you learn from it.  I like working with people. Where you have a chance to uh… in a very small way…  influence how things go. Influence the way people look at you. I still believe that the computer business is in it´s infancy… that there’s a tremendous amount of innovation.. it´s gonna be coming out. I’m optimistic; as to The Future Computer Business.

Pixar Animation Studios, or simply Pixar (/ˈpɪksɑr/, stylized PIXAR), is an American computer animation film studio based in Emeryville, California.  Pixar began in 1979 as the Graphics Group, part of the computer division of Lucasfilm before its spin-out as a corporation in 1986 with funding by Apple Inc. co-founder Steve Jobs, who became its majority shareholder

THE BEATLES,  PIXAR, APPLE,           www.netkaup.is

Visa & Samsung Team Up on Mobile Payments

The year is Samsung 2013

Visa & Samsung Team Up on Mobile Payments

Samsung Galaxy S III (U.S. Cellular)

Visa and Samsung today announced an alliance aimed at accelerating global mobile payments.

The deal, which combines Visa’s payment expertise and Samsung’s mobile technology, will allow financial institutions to use the Visa Mobile Provisioning Service to securely download payment account information to NFC-enabled Samsung devices.

Additionally, the Visa payWave applet will be loaded onto Samsung devices featuring Near Field Communication (NFC) technology, turning the smartphones into contactless payment options.

“Samsung devices enabled with Visa payment functionality will no doubt be a powerful product offering — especially in markets where paying with a mobile device is becoming commonplace,” Jim McCarthy, Visa’s global head of product, said in a statement. “However, the key to making mobile payments broadly available all over the world is to offer financial institutions a secure way to provision millions of smartphones with payment account information … and that is exactly what Visa and Samsung are ready to deliver.”

The two companies have worked on mobile payments before. They partneredin May 2012for a limited-edition Galaxy S III smartphone for athletes and trialists competing in the summer’s Olympic games. The specialized phones came with Visa’s payWave technology for users to wave their device at the register to check out at participating London retailers.

MWC Bug Art

The technology was introduced only three months earlier, when Visa inked a deal with Oberthur Technologies to bring payWave to mobile phones.

According to TechCrunch, the Galaxy S IV will be the first phone to include the Visa technology. Samsung plans to unveil the device at a New York City press event on March 14.

Dr. Wom-Pyo Hong, president of Media Solution Center at Samsung, called Visa a pioneer in NFC devices, adding that the phone maker is again leading the way for NFC-based mobile payments.

“The partnership with Visa represents a step towards a global mobile payment platform,” Hong said in a statement. “We believe that we have a strong value proposition for financial institutions that will ultimately allow consumer choice in NFC payments.”

NFC has yet to really pick up steam in the U.S., though ABI Research expects 1.95 billion NFC-enabled devices to ship in 2017.

Visa is demonstrating its payWave feature and Mobile Provisioning Service during this week’s Mobile World Congress in Barcelona.

For more, see PCMag’s What is NFC, and Why Should You Care?

 PC MAGAZINE                www.netkaup.is  

Samsung’s Galaxy Note 8 The World’s Largest Smartphone :

The year is Samsung 2013


Samsung just unveiled the world’s largest smartphone :

Samsung’s Galaxy Note 8

By Christopher Mims

It’s a move dusted with mad genius: Why not release a phone so gigantic that many people can’t even hold it up to their ear without using two hands? That’s Samsung’s Galaxy Note 8, which was just unveiled at the Mobile World Congress in Barcelona. The Note 8 is either the world’s largest phablet or an 8-inch tablet that just happens to be able to make calls.

Samsung seems to recognize that the logic of this device might not compute in the US, where the Note 8 will be released in a WiFi-only version that can’t be used as a phone. Stateside, this version is aimed directly at Apple’s 7.9″ iPad Mini, which has been a breakout hit for Apple.

But in the rest of the world, Samsung’s comically huge phone makes sense. As I’veoutlined before, for consumers in emerging markets with limited budgets, it doesn’t make sense to spend money upgrading two separate devices—a phone and a tablet—when a phablet is a good-enough solution to both needs.

What’s more, as improbable as it might sound given how absurd people will lookwhile making calls on the Note 8, giant screens have become status objects unto themselves. One recent survey by T-Mobile indicated that 77% of consumers would prefer smartphones with screens larger than the one found on the iPhone 5. In a world in which staring at our phones has become a global pastime, some consumers like having the biggest, flashiest “phone” in the room.

QUARTZ        www.netkaup.is


Google’s Chromebook Pixel: $1,299 for a freaking touchscreen Chromebook

A high-end Chrome OS-powered laptop

February 21, 2013

Devindra Hardawar

No, it’s not an early April Fool’s joke. Google just announced the Chromebook Pixel, a high-end Chrome OS-powered laptop that starts at a whopping $1,299.

The Chromebook Pixel is no hardware slouch, but though it’s priced similarly to the MacBook Air and high-end PCs, it can only run web applications. Chrome OS is basically Google’s attempt to build an entire operating system out of its Chrome web browser.

The Pixel sports a 12.85-inch touchscreen, a sharp 2,560 by 1,700 resolution, 4GB of RAM, and it also comes with 32GB and 64GB SSD storage options. The Pixel’s screen harkens back to laptops of yore, with its 3:2 ratio display, which is taller than the more popular widescreen displays. It’s powered by a dual-core 1.8-gigahertz Core i5 processor, and it also comes with 1 terabyte of free cloud storage. There’s also an LTE-equipped model for $1,449.

Just like Google’s ill-fated Nexus Q, the Chromebook Pixel seems to be a beautiful piece of hardware built with nobody in mind. I can’t imagine any consumer would prefer an expensive laptop with limited capabilities over a shiny new MacBook Air, or buying a cheaper Windows 8 Ultrabook and having money left over for a tablet. There’s no value proposition with the Chromebook Pixel; it’s just a severely limited machine with a baffling price.

So far, Google and its hardware partners have focused on low-end Chrome OS laptops. Acer’s most recent model starts at $199, and Samsung’s starts at $249. HP’s recently announced Chromebook starts at $330, a price I called ridiculous at the time. I probably would have gone easier on HP’s model had I known that Google was seriously working on a crazy expensive Chromebook.

Design-wise, the Chromebook Pixel clearly seems inspired by the MacBook Air and similar Ultrabooks. Its metal case seems simple and attractive, though I’m only judging based on pictures. The Pixel is only .64-inches thick and weighs 3.3 pounds.

But beauty isn’t enough to overcome the fact that the Pixel is just too crazy for anyone but rich eccentrics. It’s nice to see that a high-end Chromebook is possible, but Google hasn’t given us any reason to justify why it needs to be this expensive.


Is Apple Losing Its Cool ? Co-founder Steve Wozniak Is Worried !

Stop us if you’ve heard this before, but Apple co-founder Steve Wozniak is yet again worried about Apple’s future.

In an interview with Bloomberg News, Wozniak expressed concern that Apple might not be considered the “cool” computing system for too much longer. “We used to have these ads, I’m a Mac and I’m a PC, and the Mac was always the cool guy. And ouch, it’s painful, because we kind of are losing that,” he said.

He might be right. Apple has had a rough few months of press with the Apple Maps fiascothe company’s stock falling, and a recent hacking, which was disclosed this week.

But Wozniak, who no longer works for Apple, has often vocal about his opinions regarding the company’s direction. In 2012, Wozniak said that he was worried about Apple’s cloud storage ventures. “I think it’s going to be horrendous. I think there are going to be a lot of horrible problems in the next five years.” Wozniak also told TechCrunch last year that he was worried that Microsoft might be innovating inmore interesting ways than Apple.

Hope is not completely lost, since Wozniak believes that “Apple is really good at setting a standard with a new device,” and the company “still has its halo in that regard.” Read the entire Bloomberg News report to get all the details — or crawl down the rabbit hole with this YouTube compilation of “Mac vs. PC” ads:

Steve Wozniak: The Evolution of Computer Technology 4 : 40 min.

Published on Jan 7, 2013

Steve Wozniak, or Woz as he is known, was a co-founder of Apple along with the late Steve Jobs. He contemplates future technological breakthroughs that can help solve some of the world’s problems from personalized medicine to the production of energy.


Is “Blogging” good for your health? Feb 18, 2013 Richard Branson


Is Blogging good for your health?  By Richard Branson – Feb 18, 2013

Over the past few years blogging has become one of the most enjoyable and frequent activities in my life. It is a fantastic way of sharing news, opinions and having fun with people all over the globe. Bloggers are becoming increasingly influential, and can use their presence to positively impact issues they care about. They are able to share not just their own views, but reflect the sentiments of wider communities and make a real difference to the world.

Blogging every day is a good way to keep engaged with the latest trends, one of which is the growing area of health and wellness. Personally, I think blogging is good for your health too. It keeps the mind engaged and is an outlet for creativity, as well as encouraging communication. However, you can’t beat an active lifestyle for boosting productivity as well as fitness.

Throughout my life I have had a passion for health and wellness. Keeping in shape helps when you have a busy business schedule, and can also help stimulate an agile mind for decision making. Last year I climbed Mont Blanc with family and friends to launch Big Change Charitable Trust, and next month I will be taking part in the Argus, the largest individually timed cycling event in the world. Add to that regular swimming, tennis and kitesurfing sessions and my sporting activities keep me very busy indeed!

We put a big focus upon health in the Virgin Group, including sponsoring sporting events such like the London Marathon and London Triathlon, as well as with companies such as Virgin Active, Virgin Care and Virgin Health Bank. As a business area, health and wellness is proving resilient, and some fast-moving companies are finding success. Most importantly, the sector offers an opportunity to make a difference to people’s lives.

With all of that in mind, I am pleased to support Healthivate, a health activist blogger conference taking place in Sydney on March 2-3 2013. The themes include healthy eating, living, giving, movement and building. Health is a basic human right and spreading the message of healthy living is good for the planet and its people.

Head over to Healthivate to find out more, and get blogging too!

By Richard Branson. Founder of Virgin Group

Árni Rafnsson
Founder/CEO Netkaup.is
Business Administration
Marketing and Advertising


The Galaxy S III and Galaxy Note II

The year is Samsung 2013

Published on Jan 20, 2013

The next Big Thing for Business is here :

The Galaxy S III and Galaxy Note II 

Samsung Mobile USA – SAFE and the Unicorn Apocalypse

Published on Jan 20, 2013

The Company gets a little help from the Galaxy Note II with SAFE technology in making Unicorn Apocalypse come to life. Play Hard. Work Safe. The Next Big Thing for Business is Here. Learn more and join the conversation at :


Samsung has announced a fourth-quarter profit for 2012 double what it was the year before, capping a record year for the company. The Korean technology giant made 20 trillion won ($18.8 billion) in profits in 2012 and 8.8 trillion won ($8.3 billion) in the fourth quarter alone. Revenue was boosted in part by record sales for Samsung’s high-end smart phones. The company launched 37 models in 2012, and its flagship, the Galaxy S III, sold 30 million units.

Analysts from Nomura and Macquarie Securities are projecting that Samsung’s stock will rise 40%-50% in 2013, on the back of a 35% increase in smartphone sales, to a mind-boggling 290 million units. Apple, by contrast, is expected to sell 180 million.

Samsung’s move into mobile devices seems especially savvy given stagnating sales of other consumer-electronics goods, such as televisions, where it faces stiff competition from cheaper Chinese rivals. Giants in mainland China like Huawei and Hisense, which made its stateside debut at this year’s Consumer Electronics Show, are eager to take market share from Samsung, moving up from contract manufacturing to high-end branded products—which is exactly how Samsung became so successful.

However, it’s not all about mobile. Samsung is also projecting that it will becomethe biggest supplier of home appliances (like refrigerators and washing machines) by 2015.

Despite all this, Samsung is still not the most profitable technology company on Earth. Apple will retain that title through 2013, out-earning Samsung despite selling fewer phones and making none of the other products in which Samsung dominates, like chips and displays.

That difference in profitability reflects, in part, that fact that Samsung started out making parts and got into branded goods only later. The company’s diverse portfolio buffers it against the success or failure of any one product, but it also means that Samsung competes in increasingly commoditized products with manufacturers throughout mainland China and Taiwan.

They might out-compete it eventually. But for now Samsung can boast of being the largest vertically integrated technology company on the planet. It enjoys both healthy margins for its high-end products and huge volumes for its basic goods. Success across this spectrum should bolster the company’s fortunes through 2013, at least.


An independent diplomat

Carne Ross is the founder of Independent Diplomat, a nonprofit that offers freelance diplomatic representation to small, developing and yet-unrecognized nations in the complex world of international negotiations.

Why you should listen to him:   Diplomacy like business is a business of solving problems 

14:38  …falling off a cliff

14:39  is actually a good thing and I recommend it !!

14:43  and it’s a good thing to do at least once in your life
14:46  just to tear everything up and jump
16:18  what that means is instead of a asking your politicians to do things you have to look at yourself to do things…

Carne Ross was a member of the British diplomat corps for a decade and a half — until a crisis of faith in the system drove him to go freelance. With his nonprofit, Independent Diplomat, he and a team advise small and developing nations without a diplomatic corps, as well as unrecognized nations that would otherwise lack a voice in negotiations on their own futures.

Carne Ross is the founder of Independent Diplomat, a nonprofit that offers freelance diplomatic representation to small, developing and yet-unrecognized nations in the complex world of international negotiations.

His group helped advise the Kosovars in their quest for recognition as a nation, and with Croatia on its application to join the EU. They’re now working with Southern Sudan as it approaches a vote to separate (a vote that, on Sept. 8, 2010, US Secretary of State Clinton called “inevitable”).

As Ross said to Time magazine, when it profiled him in a 2008 story called “Innovators/Peacemakers”: “Our work is based on the belief that everybody has a right to some say in the resolution of their issues.” He’s the author of the 2007 book Independent Diplomat: Dispatches from an Unaccountable Elite.

Read BIF’s in-depth interview and feature on Carne Ross , by Christine Flanagan >>

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More TEDQuotes…


Steve Jobs1990 : Lost Interview Part 1 & 2 Plus Rare 1980 Speech!

The Steve Jobs ’90 Interview, unabridged

Steve Jobs talks about Networks at Next, power of Mac

and more in this 1990 video

Steve Jobs Rare talk about History of Apple in this rare 1980 speech!

Technology meets art  – APPLE in the start


Shoppers spent record $1B online on Black Friday

Online shoppers set Black Friday record
Online retail sales on Black Friday crossed the $1 billion threshold for the first time, rising 26% compared with last year’s $816 million, according to comScore. Additional smartphone and tablet shopping drove the increase, industry watchers say. Amazon was the most-visited retailer, with 28 million visitors.


Shoppers on Black Friday

Bargain hunters’ spending leaps 26 percent over last year’s Black Friday, surpassing the $1 billion mark for the first time, ComScore reports.


Bargain hunters spent $1.042 billion online the day after Thanksgiving, a 26 percent increase of last year’s Black Friday, according to new figures released today by market analyst ComScore. Online shopping on Thanksgiving Day also increased, totaling $633 million in receipts, a 32 percent increase over Thanksgiving 2011.

Black Friday was a bright day for Internet retailers, as online sales for the key shopping day surpassed $1 billion for the first time.

“Despite the frenzy of media coverage surrounding the importance of Black Friday in the brick-and-mortar world, we continue to see this shopping day become more and more prominent in the e-commerce channel — particularly among those who prefer to avoid crowds at the stores,” ComScore Chairman Gian Fulgoni said in a statement. “Coupled with early reports indicating that Black Friday sales in retail stores were down 1.8 percent, we can now confidently call it a multi-channel marketing phenomenon.”

ComScore’s Black Friday results are largely in line with IBM data, which found a 20.7 percent increase in online shopping.

Historically the No. 2 sales category on Black Friday, apparel and accessories accounted for more than a quarter of all dollars spent online, overtaking last year’s No. 1 — computer hardware. As adoption of tablets and smartphones continues to grow, sales of digital content and subscriptions achieved the greatest sales growth, logging a 29 percent increase over last year.

Some 57.3 million people visited online retail sites Friday, an 18 percent increase over last year. Excluding auction sites such as eBay, the most visited site was Amazon, followed by Walmart and Best Buy. Target and Apple rounded out the top five.

ComScore also predicted record spending tomorrow during Cyber Monday, the post-holiday occasion when U.S. consumers are said to take their shopping lists with them to the office.

“With Thanksgiving now behind us and most consumers returning to work tomorrow, we can look forward with anticipation to Cyber Monday, which according to norms we’ve observed over the past three years should be the heaviest online shopping day of the season with sales approaching $1.5 billion or even higher,” Fulgoni said.

That forecast surpasses the $1.25 billion consumers spent online during last year’s Cyber Monday.

Online shopping for the first 23 days of November logged $13.7 billion in sales, a 16 percent increase over the same period last year, according to ComScore.






Walmart’s Evolution From Big Box Giant To E-Commerce Innovator

Can Wal-Mart out e-commerce Amazon?

Wal-Mart was looking ahead as it turned 50 this year, focusing on mobile, social and e-commerce initiatives aimed at positioning the retailer to serve a fast-changing customer base. “We’ve hired hundreds of incredibly talented people, in Silicon Valley and around the world. We are playing to win,” says CEO Mike Duke. Fast Company magazine

Walmart, the world’s largest retailer, embraces social, mobile, and the startup spirit to compete against Amazon. Will it be enough?


Illustration by Owen Gildersleeve


Jeremy King was ignoring the largest retailer in the world. For a month, he’d been getting calls from a Walmart recruiter. King was used to being wooed, since he was well known in Silicon Valley as an engineer who built key parts of eBay’s infrastructure. The calls kept coming. Finally, he picked up the phone and let Walmart know exactly what it would take to get him to interview. “I was like, ‘Why don’t you get the CEO on the phone–let him talk to me and then maybe I’ll come in?'” recalls King, who didn’t even know who the CEO of Walmart was. “I was being cocky. The CEO of the world’s largest retailer wasn’t going to meet with me just so I’d do an interview.”

The next thing King knew, Walmart arranged for him to join a videoconference with CEO Mike Duke. “It was the strangest thing,” King says. “Mike’s office in Bentonville is the original one that Sam Walton had, complete with 1970s wood paneling. I was looking at this video, thinking, Where is this place?”

Over the next 45 minutes, though, Duke made what King calls an irresistible pitch. After years of seeing his company lag online, Duke swore that digital was now a priority for Walmart. Duke had restructured the company, placing e-commerce on equal footing with Walmart’s other, much larger divisions. He had made serious investments in high-tech talent, acquiring several startups. One, a 65-person social media firm called Kosmix with expertise in search and analytics, was the impetus for Walmart rechristening its Valley operations “@WalmartLabs.” Duke was looking for people who would revive the company’s sites and services, and energize its entire culture. He hoped to turn a company famous for rigid, coldly effective business processes into one that’s flexible, experimental, and entrepreneurial. In other words, Duke wanted to inject a bit of Silicon Valley into Bentonville, Arkansas. In the summer of 2011, King signed up as CTO of Walmart.com. “We’ve hired hundreds of incredibly talented people, in Silicon Valley and around the world,” says Duke of his aggressive moves. “We are playing to win.”

WalmartLabs is now housed in a boxy office tower in San Bruno, California, a few miles south of San Francisco. In just over a year, it has helped Walmart.com revamp its search engine; presciently identified the potential of the now red-hot “social gifting” market, where companies use social media cues to suggest presents; and this fall launched a test that offers same-day shipping to customers.

This last move is a clear signal of Walmart’s serious intent to compete in digital e-commerce–and blunt the looming threat of Amazon, which has its own same-day shipping experiments. Having marginalized Barnes & Noble and Best Buy, Jeff Bezos has his eyes on a bigger target. Amazon has been moving aggressively to sell Walmart staples such as diapers, soap, pet food, and cereal, even letting customers subscribe for items they want to receive regularly. Walmart is the world’s biggest grocer, and a central part of its strategy is that the millions of folks who visit its stores weekly to buy food will purchase a lot of other stuff. That’s a key reason Walmart’s 2011 revenue of $419 billion dwarfed Amazon’s 2011 sales of $48 billion.

In e-commerce, however, Walmart is a distant challenger. The company has never broken out its Internet revenue, though in 2011, the analyst Internet Retailer estimated it to be $4.9 billion. In October, Walmart projected that global e-commerce would be $9 billion in the year ahead. Meanwhile, Amazon has been on a tear, with sales rocketing toward $100 billion annually in 2015. Analysts I spoke to believe Amazon has eaten into Walmart’s sales of books, music, DVDs, electronics, and even toys. “When people started to say that Amazon was going to be the Walmart of e-commerce,” notes Scot Wingo, CEO of ChannelAdvisor, an e-commerce technology and consulting firm, “that’s when we started to see more signs of life from Walmart.”

It would be a radical oversimplification to chalk up Walmart’s digital revival solely to a hungry competitor (and Walmart execs often insist, perhaps a bit too strenuously, that they are not fixated on Amazon). No, Walmart needs to get digital because that’s where its customers are headed. Soon everyone’s phone will be smart enough for easy shopping. With Internet-enabled tablets selling for well under $200, lower-income families are already turning into online customers. “The way our customers shop in an increasingly interconnected world is changing,” Duke says.

“I’m not going to be Chicken Little and tell you the company is going to go away if we don’t get the Internet and mobile right,” adds Neil Ashe, the company’s top-ranking e-commerce executive. “We have an obligation to the mission to get this thing right because the customer expects it of us.” Like the best Internet companies, Walmart obsesses about its customers more than its competition.

In 2012, Walmart celebrated its 50th birthday. In its first 25 years, Walmart became the world’s biggest general merchandise retailer. But Sam Walton wanted to be a grocer as well. “A lot of people said that was crazy,” says Joel Anderson, the CEO of Walmart.com U.S. who joined the company in 2007. “Twenty-five years ago, we couldn’t even spell grocery. People thought we’d never figure it out.”

Anderson says the next 25 years are about becoming a digital company. “In the first few years, were we tinkering and experimenting and not moving? There’s some truth to that. But look at our history. When Walmart leans into something, it’s like a tidal wave.”

In April 2011, Walmart bought Kosmix for a reported $300 million. Kosmix’s expertise lay in simplifying the sprawl of the web for users; its algorithms were novel because they tried to understand what a user wanted rather than just match her query text. For example, if a user searched for “presidential election,” Google would return pages that contain variations on that term. Kosmix could find pages that were part of that topic even if the pages didn’t contain the specific phrase. It then sorted them into categories such as candidate biographies, news stories, and polling data. Only in the past year have Google and Microsoft’s Bing added Kosmix-like topic pages to their search results, but Kosmix’s founders, Venky Harinarayan and Anand Rajaraman, hit upon the idea way back in 2004.

Walmart wanted to apply Kosmix’s artificial intelligence to commerce, but it also wanted the real brains behind the tech. Harinarayan, 45, and Rajaraman, 40, both born and raised in India and graduates of the prestigious IIT Madras university, have been inseparable friends since they met as PhD students at Stanford in the 1990s. Both skinny and short, they have more than a passing physical resemblance, and they operate as a united pair. In the Valley, which loves its duos (such as Bill and Dave, Jobs and Woz, Ev and Biz), they’re known as Venky and Anand.

The pair first tackled the problem of organizing the web in 1996, when they founded Junglee.com. In 1998, Jeff Bezos acquired the company for $250 million in stock. He realized that Junglee’s technology would help its customers compare prices with other online stores, a bold move toward transparency that turned out to further solidify the company’s hold on those customers. Rajaraman became Amazon’s director of technology, while Harinarayan was charged with creating Amazon’s Marketplace, where any merchant could sell its wares on Amazon’s site. “I’d meet with Jeff for a couple hours every week,” says Harinarayan. “What we came up with in 2000 was pretty much what Amazon has executed on since then.” Analysts estimate 40% of the goods sold on Amazon are via Marketplace.

The duo left Amazon in 2000, and after a four-year stint as venture capitalists, founded Kosmix. The company had a unique ability to find meaningful information in the cacophony of the web. An application it built, called Tweetbeat, became one of the hottest ways to explore Twitter during the 2010 soccer World Cup, because it made it easy to discover who was talking about your favorite team or even individual players. That’s part of what lured Walmart execs–they salivated at the idea of bringing this kind of intelligence to shopping. People are always offering clues about products on social media–writing reviews, liking brands, checking into stores, announcing the products they want to buy.

And what lured Harinarayan and Rajaraman, besides the money? They saw an opportunity to do something more interesting than merely replicate their work at Amazon for its rival. (In a delicious irony, Bezos profited from the Walmart deal–he was an early investor in Kosmix.) “What has changed since Amazon became big?” Rajaraman asks rhetorically. “You can connect the social experience, the in-store experience, and the online experience. Nobody could do that.”

When the Kosmix team landed at Walmart in the summer of 2011, they found a mess. “The only thing Silicon Valley about Walmart was that we had an office in Silicon Valley,” says Gibu Thomas, the senior VP who heads up Walmart’s mobile tech team and was one of the first executives to approach Kosmix about a deal. “It was run like a traditional IT organization,” he says, explaining that Walmart used outsourced, off-the-shelf systems to power key parts of its site. Worse, Walmart’s 27 worldwide subsidiaries used incompatible technologies; the sites did not connect seamlessly with the stores or with Walmart’s legendary supply chain.

Walmart.com’s search engine epitomized its failure. “Executives at Walmart–at the board level–were running searches and saying, ‘This is embarrassing,'” says Sri Subramaniam, the WalmartLabs exec who ran the rebuilding effort. If you used Walmart.com’s old search engine to check out “smartphones,” you’d get links to a couple of cell-phone chargers, not the iPhone. A “cotton socks” query returned results for cotton candy and balls of yarn.

The Kosmix team, so deeply ensconced in the ways of Silicon Valley, worried that cultural differences would hamper their efforts to turn the site around. “My first reaction was, Wow, this is going to be interesting,” says Chris Bolte, who works on Walmart’s search marketing systems. But those fears proved unfounded. More than a half-dozen people on both sides of the acquisition say that Kosmix’s integration into Walmart was amazingly smooth. “I think part of it was that Walmart knew that they needed us, that this was a turnaround situation,” Subramaniam says.

Their first job was to create a new search engine. It took just 10 months, with just a dozen or so engineers. Walmart will not discuss specific sales figures, but execs report that the improved search tools have increased the number of people who are converted from visitors to buyers on Walmart.com by as much as 15%. If you search for cotton socks now, you’ll actually find them.

When Harinarayan and Rajaraman transformed Kosmix into WalmartLabs, they put roughly half the staff on such boring but crucial tasks. They deployed the rest as true lab workers, with the freedom to experiment in small teams on far-flung new ideas. “We organize these teams as mini startups with six to eight people,” says Harinarayan, who learned from Bezos’s organizational innovation of so-called two-pizza teams. “One person acts as CEO, and they have a clear business goal. We step out of the way and let these guys run it.”

One of the first projects born from this approach was Shopycat, a gift-recommendation app that Walmart.com launched on Facebook before the 2011 holidays. Shopycat scans your friends’ profiles to identify interesting gift ideas from their stream of likes, comments, and status updates, discerning if the “Ted” your pal is raving about is the geeky ideas festival or the Seth MacFarlane stoner comedy. Shopycat then seeks out an appropriate gift for such a stoner/thinker from Walmart’s product database. Walmart says Shopycat led to an increase in purchases on the site, though it won’t say by how much. For the 2012 holidays, the team built Shopycat into a section of Walmart.com called Walmart Gifts; customers will log in with their Facebook or Twitter account to get personalized recommendations.

Another clever retail application of WalmartLabs’s core technology has been to use spikes in social network chatter to predict demand for out-of-the-ordinary products. Last year, the team correctly anticipated heightened customer interest in cake-pop makers based on social media conversations on Facebook and Twitter. A few months later, it noticed growing interest in electric juicers, tied in part to the popularity of the juice-crazy documentary Fat, Sick and Nearly Dead. The team sends the data to Walmart’s buyers, who right now are only using it to confirm its other research. But as these signals become stronger, execs say it will play a larger role in purchasing decisions.

WalmartLabs has also created projects that just get customers to think differently about Walmart and e-commerce, including Get on the Shelf, an online contest for people to submit their own inventions to go on sale at Walmart. Get on the Shelf was a social marketing blockbuster, garnering more than 4,000 submissions, over 1 million votes, and news hits in small towns across America. Then there’s Goodies, a subscription service in which Walmart customers pay seven dollars a month for home delivery of a gourmet food box–creating a discerning test market for the grocer in the process.

By themselves, none of these projects will single-handedly boost Walmart’s e-commerce business. Taken together, though, they showcase a new dynamism at the retailing giant. “We’re going to find ways to live at the edge,” says Walmart e-commerce exec Ashe. “Every three or six months, you’ll see something come out from us that will make you say ‘Wow.’ ”

The next step, says Harinarayan, is about “scaling up Labs.” But he and Rajaraman won’t be part of it: In June, Harinarayan and Rajaraman announced that they were leaving WalmartLabs. To many outsiders, the abruptness of the founders’ departure seemed troubling. It had been only a year since the acquisition, and they hadn’t completed the “earn-out” phase, meaning they wouldn’t receive their full share from the sale. Was their departure a sign that dynamic tech entrepreneurs felt smothered by Walmart’s corporate culture? Or was it that Walmart could no longer tolerate leaving these hands-off leaders in charge?

Harinarayan and Rajaraman dismiss the speculation. They say they had spent eight years on the startup, and they were simply ready for time off. One Friday not long after the announcement, I meet Harinarayan at a coffee shop across the street from Kosmix’s first office in downtown Mountain View. He’s the picture of a relaxed man. After chatting about Walmart and Amazon for an hour, he told me he was free to keep talking, as he didn’t have anything else to do that day. And he is quite sanguine about walking away from the money. “Given the fortune that Anand and I have had in our careers, if you’re doing anything just for money, at this point it’s going to be the wrong thing to do.”

Jeremy King took over as the head of WalmartLabs, and to get a sense of where he will bring the skunk works, I visit the gleaming new Walmart store off the Almaden Expressway in San Jose where Jonathan Sherman, a WalmartLabs product manager, gives me a peek into the digital dimension being woven into this temple of American retail.

That future begins, like everything else, with a smartphone app. Walmart imagines that as you go through an average day, you’ll remember things you need–milk, bread, a new tennis racquet, a toy truck for your nephew’s birthday–and tell the voice-enabled Walmart app. The app will list each item’s location inside your local Walmart and include product info; eventually, it will also learn your preferences and offer recommendations. And once you’re actually in the store, you’ll be able to summon an associate to help you.
Walmart’s current iPhone app has only a few of these features: The voice-list system works very well, and, depending on which store you’re in and what you’re looking for, the app can sometimes locate your product.

At the moment, though, it won’t show you extensive product info for all items, and it won’t summon store help. The company has begun to test mobile checkout in select stores. As part of it, Walmart presents customers with a running tally of their total bill as they shop, the first explicit nod in my journey through WalmartLabs to the fact that millions of Walmart shoppers are on tight budgets.

This effort to reinvent the in-store shopping experience is an argument that Walmart’s physical stores are a great asset, not a liability. “We are uniquely positioned to give customers anytime, anywhere access to Walmart by combining the smartphone, online, and the physical stores,” Duke says. “Ultimately, that will give us an edge over any competitor.” When I ask Walmart executives about Amazon’s moves to offer more customers next-day and same-day shipping, many were amused. “It’s fun to see them trying to be us,” says Walmart.com CEO Anderson. “We have more than 4,000 forward-deployed fulfillment centers and we’re already doing shipments from some of them. Some people call them stores.”

“If you think about the last 20 years of retail, how people shop in a store has not changed,” Thomas says. “The question we’re asking is, how do you bring to a store the capabilities that have made e-commerce successful? With 200 million customers a week, if you can increase the average basket size by a dollar–that’s billions of dollars every year.” In fact, it’s more than $10 billion–more than its projected annual e-commerce revenue this year.

If Walmart fails in its digital transformation, it won’t be for lack of resources or possibilities. Ninety-six percent of Americans live within 20 miles of a Walmart. No one has as much money; no one has a better supply chain; no one has such a close connection with so many customers. Walmart execs know this. “We’ll spend more on capital expenditures this year than Amazon has spent in its entire history,” Ashe tells me (hyperbolically).

That size, however, is also Walmart’s greatest enemy. WalmartLabs’s two-pizza teams can come up with a thousand innovative ways to improve shopping, online and off, but none matter if the company’s execution is slow and bureaucratic. And the fact is that implementing these ideas will always be complex. Every change to how items are delivered, or how customers navigate stores, or how applications work with the company’s existing IT structure is a maneuver that requires the coordination of thousands of moving parts.

But Walmart can succeed online without becoming the Amazon of the web. The phrase I hear most often from Walmart people is that the only way the company will win online is “by being Walmart.” And they’re right. Walmart doesn’t need to be something radically different. The company that mastered IT in the service of unbeatable prices must now master web technology. It doesn’t need to chase Amazon so much as it needs to identify how a digital Walmart can be as much a part of its customers’ lives as the stores are today.

And it has to think long term. It may take a decade or more for Walmart to be a successful digital retailer. “Somebody at one of the board meetings asked me, ‘Neil, how long is this going to take, and how much is it going to cost?'” Ashe recalls. “And I said, ‘It’s going to take the rest of our careers, and it’s going to cost whatever it costs. Because this isn’t a project, this is the company.'”




Long Island’s first Microsoft Store

“Put on your Favourite Dream and Fly”

Netkaup.is Pinterest

E Marketing Formula:  NEWS,  Offers & Support 4U,  To Give, Earn  &  Have Fun.

Arni Rafnsson Founder/CEO Netkaup.is

Marketing and Advertising

(Copy / Paste) :  http://pinterest.com/netkaup/

Netkaup.is  Brooklyn, Long Island, NY

Inside Long Island Business

Long Island’s first Microsoft store opened the 28th of Sept. at Walt Whitman mall

Thursday September 27, 2012 1:47 PM By Keiko Morris

Microsoft is opening its first LI store on

Microsoft opened its first Long Island store on Friday 28th of Sept, continuing its push to connect with customers by providing a hands-on, face-to-face experience.

The store, at Walt Whitman mall in Huntington Station, takes its bow with a grand opening at 11 a.m., followed by celebrity performances by John Legend and Taio Cruz in the evening. Hall of fame running back Curtis Martin will be playing Kinect…

www.netkaup.is      Microsoft     Pinterest

Earth Song, Moon Walk ! Michael Jackson

Michael Jackson

 Michael Jackson performing Earth Song.

MoonWalk Concert




Iceland needs to bring in “modern debt jubilee” : “Skuldafrí” (Skuldauppgjöf)

Iceland needs to bring in “modern debt jubilee” :  “Skuldafrí” (skuldauppgjöf)  

“ No One Saw This Coming”

Steve Keen Predicted the Crises in 2005

Silfur Egils Feb. 12  2012  Review  See : 24:40  

Steve Keen, hagfræðingur


The “modern debt jubilee” is characterised as “quantitative easing for the public”.

Read more :   http://www.zerohedge.com/news/modern-debt-jubilee




In Memoriam of a Visionary and a Legend Steve Jobs

In Memoriam :  Steve Jobs  1955 – 2011

Steve Jobs  Three stories :

#   About Connecting the Dots…  Again, you cannot connect the dots looking forward you can only connect them looking back…

#   About Love and Loss…  You got to find what you love….

#   About Death…  Death is the destination we all share…  Death is very likely the single best invention of life…  Have the courage to follow your heart and intuition…

Drawing from some of the most pivotal points in his life, Steve Jobs, chief executive officer and co-founder of Apple Computer and of Pixar Animation Studios, urged STANFORD graduates  to pursue their dreams and see the opportunities in life’s setbacks — including death itself — at the university’s 114th Commencement on June 12, 2005.



Már Guðmundsson seðlabankastjór í Silfri Egils 28. október 2012

Egill í Silfrinu átti “góðan dag”  28. 10.  2012

Már Guðmundsson   –  Maður Dagsins !   www.netkaup.is   Greindi helstu tölur og skuldastöðu landsins,  framtíðar horfur o. fl. :  ” Það eina sem þarf að gera núna er að endursemja um skuldastöðu milli nýja og gamla Landsbankans.”  Nýtt skuldabréf sem er til lengri tíma en það sem nú er í gildi.   Skuldirnar núna eru til alltof skamms tíma…  Þetta má endurskipuleggja…  Ísland þarf að passa að skila viðskipta afgangi…  Að auki má styrkja innstreymi á erlendum gjaldeyri með aukinni erlendri fjárfestingu hér á landi.

Silfur Egils

28. okt 2012 | 12:30
Smelltu á linkinn: //www.ruv.is/sarpurinn/silfur-egils/28102012-1  (Í heild  :88.20)

Umræðu- og viðtalsþáttur Egils Helgasonar um pólitík, dægurmál og það sem efst er á baugi. Útsendingu stjórnar Ragnheiður Thorsteinsson.

María Jónsdóttir talaði um Landsbankann og fleira.  Gestir þáttarins höfðu margt fróðlegt fram að færa.  

Vilhjálmur Birgisson   sagði :

Björn Valur Gíslason hélt því fram í Silfri Egils í dag að stjórnvöld hefðu svo sannarlega tekið stöðuna með skuldsettum heimilum en ekki fjármálakerfinu, ég segi bara ja hérna.


Halldór Gunnarsson  sagði:   ..Lífeyrissjóðirnir töpuðu 500 milljörðum á hruninu og þeir eru með tæpa 5 milljarða í rekstrarkostnað og þetta virðist allt ætla að halda áfram í sama hjólfarinu.  Allt þjóðfélagið þarf að horfast í augu við að við þurfum allsherjar breytingu. 




Krossmiðlun – Markaðsmál í Hörpu 5. okt. 2012

Krossmiðlun :  Ráðstefna um Markaðsmál í Hörpu 5. oktober 2012  

Krossmiðlun samantekt

Hvað er krossmiðlun ?    Smelltu hér :  http://www.krossmidlun.is/Hvaderkrossmidlun/

Hugtakið krossmiðlun vísar til fjölhæfni.  Hvernig tvinna má saman marga ólíka miðla, til að  nýta sem best kosti og eiginleika hvers miðils fyrir sig til að ná settu markmiði.

Lesa meira :


Fyrirlesarar : Alex Kahn, Martin Harrison, Gustav Radell & Magnús Hafliðason Dominos.

Að ráðstefnunni stóðu fyrirtæki Kaaber-hússins; Fíton, Kansas, Skapalón, Miðstræti og Auglýsingamiðlu�.

Alex Kahn :

Krossmiðlun 2012

www.krossmiðlun.is  –   http://www.netkaup.is/

iPhone 5 Everything You Need to Know

Read more :

Apple iPhone 5: Everything You Need to Know

 Jesus Diaz    IPHONE 5          SEP 12, 2012

The new iPhone 5 is here. It’s thinner and faster than ever, with a new form factor that uses a gorgeous panoramic screen with more resolutions and less consumption. It also surfs the web much faster, thanks to its new LTE capabilities. And, just as we knew, it has a new smaller dock connector called Lightning.

Overall, it seems they have incrementally improved every single aspect of the iPhone. It’s not a revolutionary phone, but it is a very nice release.

Physical specifications

The iPhone 5 looks exactly as the leaked images: an unibody aluminum body with a glass screen. “It’s thinner than the previous generation: 18 percent thinner, which puts it at 0.29 inches (7.6 millimeter). They are claiming this is the world’s thinnest smartphone. It’s actually the world’s thinnest LTE smartphone.

It’s also 20 percent lighter than the current iPhone, just 3.95 ounces (112 grams). It comes in black and white models.

Their new manufacturing method seems quite extraordinary. According to Jon Ive, they “have never built a product with this extraordinary level of fit and finish.” They claim that the “variances from product to product is now measured in microns.”

The screen

Apple claims that the new 16:9 4-inch panoramic screen has 44 percent more saturation than the iPhone, which makes the display full sRGB. The display has its touchscreen sensor built-in.

Apple iPhone 5: Everything You Need to Know

How does it work? Instead of having two layers, the pixels of the display and the touch sensors, Apple affirms that here “the pixels do double duty—acting as touch-sensing electrodes while displaying the image at the same time.” Apple says that no other phone in the market has this, which Apple says is crucial to the iPhone 5’s thinness, lower weight and—more importantly—its image quality. Since there’s nothing between the glass and the pixels, the say the image is much clearer than before.


As expected, it uses LTE connectivity, so it will be much faster that the current iPhone 4S. It supports all the standards needed for all carriers: HSPA+, DC-HSDPA and LTE. Apple says that their single-chip solution works everywhere.

The iPhone 5 also has dual-channel 5GHz Wi-Fi—aka 802.11N. That means a 150Mbps maximum connectivity speed.


It also has a new CPU, the A6—which Apple claims is 2 times faster than the current iPhone 4S both in CPU and graphics. In real life, they claim it loads web pages 2.1 times as fast.

Battery life

If true, this is impressive: 8 hours of 3G talk time, 8 hours of LTE browsing, 10 hours of Wi-Fi browsing, 30 hours of video and 225 hours of standby.

Camera features

They have also updated the camera. On paper, it’s better than the one in iPhone 4S with a new dynamic low light mode too (I wonder how it compares to Nokia’s IOS) and a sapphire crystal. Knowing how scratched the glass on my iPhone is—making the photos not as crisp as when it was new—that’s good news. Shapphire crystal is the hardest thing you can get this side of a diamond.

Like the 4S, it has five-element optics and a 8 megapixel sensor (3264 x 2448 pixel), backside illumination, a hybrid infrared filter, and a nice f/2.4 aperture.

The new image processing chip has spatial noise reduction, with a system to analyze which parts of the image needs to be noise reduced and which should be left alone. As a result of all this, they claim low light photography is now much better than before.

Here’s an image taken with the new iPhone, which Apple claims it’s completely unretouched:

Apple iPhone 5: Everything You Need to Know

Update: You can see other unprocessed images here.

The image capture is also faster: 40 percent, they say. The iPhone 4S camera is now quite fast, so it will be interesting to see how this feels. Certainly, there’s not such a thing as fast enough when it comes to taking photos.

Panorama mode
They have also added a new capture mode called panorama. It doesn’t require you to stitch photos one by one: just pan the phone and it will automatically capture a panorama for you. Even if you can’t hold it steady, iPhone 5 is smart, using its gyroscope to correct for any variation in motion and make a perfect panorama. It also gets rid of any moving objects, they say.

The final result covers 240 degrees.

Video face detection
Like the previous iPhone, this one has 1080p FullHD capture. They claim they have improved the image stabilization in this version, added face detection (so it will be able to tag people automatically in videos) and, this is good, it will allow you to take full still photos while recording video.

Front FaceTime camera

They have also make the 720p front camera better with a new backside illuminated sensor. It also has face detection and—at last—the operating system will enable FaceTime over cellular.

Apple iPhone 5: Everything You Need to Know


Apple has also upgraded all the audio: the microphones, the built-in speakers and the earbuds, now called EarPods.

It now has three microphones—on the front, back and bottom. These will improve the quality of your voice calls—whoever calls anymore—and sound recordings. More importantly, they have include noise canceling without the need for external specialized headphones. Apple says that their technology cancels the noise from the place in which you are in, so you hear “the voice on the other end” more clearly.

The speakers have much better quality now, going from three to five magnet transducers, which will result in a clearer, richer sound. Any improvement over the cricket boxes of previous versions is welcome.

They have also improved the quality of voice calls. According to Phil Schiller, the new iPhone 5 can use something called wideband audio. If supported by the carrier, the phone will use more of the spectrum bandwidth to send much better and high-fidelity version of your voice over the network.

Apple iPhone 5: Everything You Need to Know

New Dock connector: Lightning

As predicted, the dock connector has changed. It’s now much smaller. Apple calls it Lightning (a name play of their other connector technology: Thunderbolt). It’s all digital and has 8 connectors. It also has an adaptive interface, which I guess means that the connector will send different signals according to the kind of features you need in your connection.

They best thing about the new connector, however, is that it is reversible. This may seem stupid, but being able to connect your cable no matter of the orientation will protect humanity against the 529th Article of Murphy’s Law: “Thou will always try to connect your iPhone cable on the wrong side.”

Apple iPhone 5: Everything You Need to Know

Does that mean that you would have to trash your old dock accessory? No, they are giving us an adapter that will turn the old connector into the new Lightning. Phil Schiller says that they are working with peripheral manufacturers to include Lightning in their next batch of products, which will arrive this Holiday Season.

Price and availability

They are keeping exactly the same prices as the previous generation. The iPhone 5 16GB is $199, the 32GB is $299 and the 64GB is $399, all with a two-year contract.

In the United States, Canada, UK, France, Germany, Australia, Japan, Hong Kong and Singapore you will be able to pre-order it this Friday and get it the next, September 21 The other countries will have it on September 28.

Oh, and if that’s still too expensive for you: the iPhone 4S is now $99 with a two-year contract. The iPhone 4 will be free with the same contract.


OCTOPUS in Reykjavik 22.8. 2012 – Microsoft´s Paul Allen 125m yacht to salvage bell from HMS Hood

PUBLISHED: 21 August 2012


Billionaire’s party boat on a daring mission to honour heroic British warship sunk by Hitler: Microsoft’s Paul Allen is sending his £125m yacht to salvage bell from HMS Hood

 Paul Allen´s  yacht OCTOPUS  left REYKJAVIK  22.8. 2012 

Voyage: The £125¿million craft is now en route with its 60-man crew (said to include several ex-U.S. Navy SEALs) to a remote stretch of the sea between Greenland and Iceland

The £125 million craft is now en route with its 60-man crew (said to include several ex-U.S. Navy SEALs) to a remote stretch of the sea between Greenland and Iceland. 

There, she will send down her own deep-water submersible on a remarkable operation to honour one of Britain’s greatest ever warships HMS Hood.

Read more: http://www.dailymail.co.uk/news/article-2191731/Billionaires-party-boat-daring-mission-honour-heroic-British-warship-sunk-Hitler-Microsofts-Paul-Allen-sending-125m-yacht-salvage-bell-HMS-Hood.html#ixzz24MliU5dO


Paul Allen’s Octopus Yacht

Pictures : Octopus first visit to Reykjavik  30.07. 2010


Bob Birch member of Elton John’s band died yesterday – Your Song (live) – In memoriam

Bob Birch, a bass player and prolific session sideman best known as a long-time member of Elton John’s band, died Wednesday of an apparent suicide at his home in Los Angeles. He was 56

11 Exponential Trends For The 21st Century Yanik Silver

An Inspired Entrepreneurs Guide to Multipliers, Breakthroughs and Adventure

Think about how you can apply these in YOUR business.

You can implement some of these right away to dramatically increase your business.

…Especially if you think about creating experiences with your sites, products and services.


By YANIK SILVER on JULY 26, 2012


DollarShaveClub.com with 5 million YouTube hits ! Our Blades Are F***ing Great !

Dollar Shave Club spent $4,500 on a video that’s had more than 5 million YouTube hits and spawned dozens of response videos in the four-and-a-half months since it’s gone live.

# 1  “Think deeply about the problem you’re solving,” Mr. Dubin said. In other words, find the insights that will make people care about the video — which in this case were the same ones that made them care about the Dollar Shave Club brand. Razor blades — both the high cost and the inconvenience of buying them from the locked “razor fortress” in stores — are “an emotionally supercharged subject.”

# 2  “Identify a resonant shared human experience around it and then build your concept around that,” Mr. Dubin said. “In just about every beat of the video … we’re talking about the business and the benefit of the business.”

# 3  Keep it brief. “The video is really really tight,” Mr. Dubin said. “This video is a minute-and-a-half long, and that’s really, really important. It was going to be a lot longer, and thankfully the director I worked with who helped me, who I also did some improv with in New York, she really helped me pare it down and keep it brief. Nobody wants to watch your five-minute video. Nobody forwards around a video they didn’t watch all the way through.”

#4  “Don’t give people a video they could have written themselves.” Dollar Shave Club’s video may have been low-budget, but it was created by people, including Mr. Dubin, with years of experience both in improv comedy and video production, giving it considerably more punch than your average $4,500 production. “I would encourage you … to hire some comedy writers. Go down to the local comedy club and bring them into your marketing brainstorm. I studied improv for eight years at the Upright Citizens Brigade as a hobby and loved it. … A lot of my teachers are now on television and in film … and I always thought they were missing a big opportunity, which was to start their own agency.”

The video was so funny that some folks thought it was a spoof, Mr. Dubin admitted. That impression was compounded by the fact that it produced enough hits to crash the company’s website. This led some YouTube commenters to suggest the business was a great idea someone should do for real.

So among lessons learned, Mr. Dubin said, was to have more bandwidth — both the literal kind and in terms of human capital. The biggest thing he’d change is to “spend more time to find the right people,” which has become one of his favorite parts of the job. And, to that end, Mr. Dubin announced from the dais that he’s seeking a VP-marketing, asking folks to contact him at Michael@DollarShaveClub.com.



A Fab Anniversary with Great Design

Fab was founded June 9th 2011.   The Goal was simple : To make people smile with the help of great design.  Bringing Color and creativity to people.


Social Commerce, Pinterest And The Future Of Fashion Retail (See Video)

Like Tom Cruise’s command center in Minority Report, except You are surrounded by Prada, Varvatos & Converse.

Screen Shot 2012-06-15 at 10.37.22 PM

Saturday, June 16th, 2012

Editor’s note: Leo Chen is a former product manager at Amazon and is currently the co-founder of Monogram, an iPad fashion discovery and shopping app funded by 500 Startups. You can find Leo on Twitter @leoalmighty.

Death of brick-and-mortar retail

Andrew Chen recently recommended a video to me (please click video), which inspired this post. It’s a keynote by Ron Johnson, the CEO of J.C. Penney, Inc and the man behind Apple’s retail revolution. In the video, Johnson spoke about the history of the department store and why JC Penney has fallen behind.

It wasn’t very long ago that stores like J.C. Penney, Nordstrom, and Gap were the pinnacles of fashion retail. These retailers provided better products at unbeatable prices. Retail buyers acted as personal curators for customers and the in-store experience was exceptional.

Then came e-commerce. Predictable products like books, CDs, and electronics drove the first wave of e-commerce for e-tailers like Amazon. But fashion lagged behind. Consumers want a tactile, in-person experience when it comes to garments. They need to touch and try it on. Even as e-tailers offered lower prices, consumers preferred to shop in stores.

That all began to change when Zappos came along with free shipping and returns; customers are encouraged to order multiple sizes and colors, try on the items in the comfort of our homes and return what we don’t want. For free. Coupled with better product visualizations (large images, multi-angle views – see Warby Parker and MyHabit), consumers are increasingly turning to the web for their fashion needs.

‘Apparel and accessories’ is projected to be the leading category in e-commerce in the US over the next 5 years.

But soon, online retailers will also become less relevant

The bar for e-commerce is rising every day: great visuals and free shipping are fast becoming commoditized. If product, price and service are the same, consumers will grow indifferent towards the seller.

Retailers still drive marketing, supply chain and distribution for designers and brands, but how long before brands figure this out themselves? Social curation and discovery tools like Pinterest and Fancy are leveling the playing field for retail marketing; Amazon is disrupting supply chain and fulfillment (more on this next).

So why are we still shopping at a handful of our so-called “favorite stores”? Because the internet has a noise and discovery problem. I believe that’s where the next wave of fashion tech innovation will take us.


Pinterest has found an optimal balance between aspirational browsing and shopping. Social shopping is more about discovery, conversations and relationship building, something that’s apparent in the way Pinterest users interact.

As Pinterest evolves, they will focus more on monetization and driving direct commerce. They have already experimented with affiliate links and the Rakuten investment is a strong hint at direct commerce. Here’s what I predict Pinterest might do next (purely speculative, of course):

  • Branded pages for brands, stores and boutiques
    • There’s already evidence that Pinterest users spend more money than Facebook users.
    • Pinterest could compete directly with Facebook pages by offering brands a better way to showcase products with access to a higher quality audience.
  • Integrated/Universal checkout
    • If users are already discovering products through Pinterest but going off to merchant sites to transact, Pinterest should own that transaction and offer a consistent user experience.
    • For smaller retailers and boutiques, Pinterest could integrate, acquire or build their own version of Shopify and let merchants sell directly on the Pinterest platform.
    • For large retailers and brands, Pinterest will have to form partnerships and integrate with retailer payment systems: essentially selling products on Pinterest, and having the retailer drop ship inventory. Retailers may resist this initially because Pinterest will effectively render the merchant less relevant.
    • Brands will be more inclined to work with Pinterest because they see it as an effective distribution channel. Brands can ultimately skip the retailer if they can get distribution through Pinterest. Fulfillment by Amazon (FBA) solves the logistics challenges — brands can simply ship inventory to an Amazon warehouse and have Amazon handle fulfillment. Consumers get the added benefit of Amazon Prime.
  • Create an e-commerce channel
    • To mitigate the risk of disrupting (and irritating) current user, Pinterest will likely create a separate shopping channel if they decide to focus on commerce (e.g.shop.pinterest.com).
    • This shopping channel will be product and commerce focused. You won’t find the cute puppies and fortune cookie quotes here, but you can bet Pinterest will leverage all your data for targeting.

Challenges Pinterest will face

As Pinterest scales, the biggest challenge will be surfacing signal buried in noise. It’s the Facebook Newsfeed problem, but much more difficult because of its focus on fashion and other tastemaker products.

  • Facebook is about people, so to make my newsfeed relevant it has to factor in the quality of my relationships. Who am I closer friends with, who is my family, which fan pages do I interact with most, etc. This is easy because we give Facebook that information every time we look at a friend’s photos, like a status update or comment on a post. Facebook doesn’t care what content we interacted with; it only needs to know who produced that content.
  • Fashion and other tastemaker products (e.g. home decor) are highly subjective, which means that I don’t necessarily like the same clothes or sofas as my closest friends. If I like a picture of a cute puppy my friend pinned, doesn’t mean I share his taste in fashion. Aside from existing Pinterest categories, they will have to find ways to add deeper tags on the products pinned (e.g. brand, color, style, season, fabric, patterns, etc…) to accurately target.

What’s next in fashion tech?

To date, most fashion tech companies are more commerce than tech. If you look at Gilt and Fab, they’re primarily commerce companies built on fairly standard e-commerce backends with some slight twists. It’s hard to drive disruptive innovation when your KPI is revenue.

In order to fundamentally change the way people shop, we will need teams with fashion experts, product visionaries, deep technical horsepower and growth hackers. It’s a hard combination to find, especially when most hackers in the valley shlep around in jeans and t-shirts — they’re not their own target user.

What will online fashion shopping be like in the future? I believe today’s multi-browser-tab search and filter behavior will feel as ancient as printed maps and yellow pages are today.

When I have a specific purchase in mind:

  • I picture myself telling Siri that I’m looking for some sneakers as I’m driving home from work.
  • When I get home, sink into my couch with my iPad or turn on my Apple TV, I’m shown pages of sneakers specifically curated for me, in my size.
  • I choose a few that I like, tap buy, and the shoes show up the next morning on my doorstep.

When I’m in the mood to browse:

  • I’m shown the latest collections and recommendations from my favorite designers, fashion bloggers and influencers (without having to search and filter on multiple websites).
  • Upcoming designers are recommended to me based on my style and preferences. Some of these recommendations are computer generated, some are handpicked by designers or personal stylists.
  • I won’t just be browsing product photos as I do on nordstrom.com today, it will be an interactive experience with inspiring looks, runway videos and beautiful images. Like Tom Cruise’s command center in Minority Report, except I am surrounded by Prada, Varvatos & Converse.
  • I can’t tell the difference between product and advertisement because everything can be purchased with a tap or a drag.
  • If I order by 11am, products will be at my doorstep by 6pm same day (Amazon already does this in China).

Welcome to the future.


Andrew Chen The recommended  video which inspired this post.

J. C. PenneyCompany, Inc. (“jcpenney”) (NYSE:JCP) revealed its plans to become America’s favorite store. In a presentation titled “In Praise of Fresh Air,” Ron Johnson, the Company’s chief executive officer, and Michael Francis, its president, detailed the initiatives that will transform the jcpenney shopping experience by fundamentally re-imagining every aspect of the Company’s business and boldly pursuing change.
“The department store is the number one opportunity in retail today. We are going to rethink every aspect of our business, boldly pursue change, and create long-term shareholder value, as we become America’s favorite store. Every initiative we pursue will be guided by our core value to treat customers as we would like to be treated – fair and square. Beginning February 1, we will have Fair and Square Pricing, making every day a great day to shop. We will create tremendous excitement through monthly promotions that are in sync with the rhythm of our customers’ lives. And we will transform each and every jcpenney store over the next four years with a month-by-month, shop-by-shop roll-out of exciting new merchandise initiatives,” Mr. Johnson said.Fair and Square Pricing and Monthly Promotions in Sync with Customers’ Lives:
During the presentation, Mr. Johnson and Mr. Francis introduced a new pricing strategy called Fair and Square, which includes three types of prices. Everyday, regular prices, which are always great; Month-Long Values, even better prices on the things you need now; and Best Prices, jcpenney’s lowest prices, which always happen on the 1st and 3rd Fridays of every month as jcpenney makes room for exciting new merchandise. These prices will be coupled with a new promotional cadence that is in sync with customers’ lives. Rather than inundating the customer with a relentless series of sales, coupons, rebates and retail gimmicks, jcpenney will host 12 promotional events each year, on a monthly calendar. Each month will include even better values on the things customers are looking to buy during the month and a host of exciting products and services that are unique to the month.Commenting on the new monthly calendar, Mr. Johnson said, “We want customers to shop on their terms, not ours. By setting our store monthly and maintaining our best prices for an entire month, we feel confident that customers will love shopping when it is convenient for them, rather than when it is expedient for us.”Re-inventing the In-Store Experience around New and Transformed Brands:
At the event, Mr. Johnson and Mr. Francis also outlined plans to entirely re-invent the jcpenney store experience, to include Main Street — the entire store merchandised in a series of 80 to 100 brand shops, rather than the confusing and seemingly endless racks common in department stores today. It will also feature Town Square — an exciting new place that replaces the traditional retail center core of a department store with a series of services, which customers will enjoy before they buy, while they shop and afterwards. And, throughout, the new jcpenney store experience will merge the physical and digital worlds, assuring the physical retail stores’ vital role as the centerpiece of retailing’s future.They also gave a sneak peek into the exciting new brands that will be featured in jcpenney’s brand shops. They include Martha Stewart® and l’amour nanette lepore™, which were shown at the event today, among many others. jcpenney also announced plans to transform its customers’ favorite existing brands, including, IZOD®, Liz Claiborne® and The Original Arizona Jean Company®, which were also featured at today’s event, and a number of others. jcpenney expects to feature 30 new and transformed brands by fall 2012.o Launching a new jcpenney brand identity, new logo, new look and Ellen!
In celebration of the complete transformation of its shopping experience, Mr. Johnson and Mr. Francis gave an overview of the new jcpenney brand identity. It includes:o The new jcpenney logo, which combines the elements that have made jcpenney an enduring American brand, by evoking the nation’s flag and
jcpenney’s commitment to treating customers Fair and Square. The square frame imagery will be evident throughout all of jcpenney’s marketing, to remind customers to frame the things they love.o New brand marketing to showcase great product in an exciting new way, to solidify jcpenney’s relationship with its loyal customers and entice new ones. This includes the new monthly book, beginning next month, that millions of Americans will receive, which includes 96 pages of highlights for that month, as well as an entirely new look for jcpenney stores in terms of signage and presentation.o Welcoming Ellen DeGeneres back to jcpenney, as jcpenney’s new brand partner. Ellen began her career in her teens as a jcpenney associate and now, as one of the country’s most beloved television personalities, she will help bring the new jcpenney experience to life in her own fun-loving, sneaker-wearing, laughmaking way.Mr. Francis said, “We are redefining the jcpenney brand so we become a store for all Americans, by offering an experience they cannot get anywhere else. This will start by freeing consumers from the barrage of promotions and undifferentiated shopping experiences they have become used to and replacing it with something entirely fresh and new that is evident in every aspect of our store – new brands, new marketing, unique attractions, and much more. Beginning on February 1, our customers will see immediate changes that give a sense of how we will transform jcpenney over the next four years. It will be a breath of much-needed fresh air and give them reasons to visit jcpenney more often than ever before. Our objective is to make our customers love to shop again and across jcpenney, we’re very excited about the changes to come.”The Transformation Begins on February 1
The Company will begin the transformation of the jcpenney shopping experience on February 1, with the implementation of its new logo, pricing strategy and monthly cadence, including new instore signage reflecting true price clarity as well as edited merchandise assortments for the monthly store set.Then, beginning in August of this year, jcpenney will begin a month-by-month, shop-by-shop strategy to update all stores with new and exciting merchandise and presentation. Two to three shops will be installed monthly, each and every month, over a four-year transformation period, including the debut of Town Square during 2013. These initiatives will culminate in the complete transformation of jcpenney by the end of 2015.For additional information on Ellen DeGeneres’ new role as jcpenney’s brand partner and jcpenney’s new brand partnership with Nanette Lepore, please see the separate press releases that the Company issued today on each of these exciting initiatives.Tomorrow, as previously announced, the Company will hold a presentation and Q&A session for analysts and investors beginning at 9:00 am ET through 10:30 am ET, to discuss the financial components of its transformation plans and financial outlook. For webcast and conference call
dial-in information, please visit http://ir.jcpenney.com.About J. C. Penney Company, Inc.
Over 110 years ago, James Cash Penney founded his company on the principle of treating customers the way he wanted to be treated himself: fair and square. Today, rooted in its rich heritage, J. C. Penney Company, Inc. (NYSE: JCP) is re-imagining every aspect of its business in order to reclaim its birthright and become America’s favorite store. The Company is transforming the way it does business and remaking the customer experience across its 1,100 jcpenney stores and on jcp.com. On every visit, customers will discover straightforward Fair and Square Pricing, month-long promotions that are in sync with the rhythm of their lives, exceptionally curated merchandise, artful presentation, and unmatched customer service.For more information about jcpenney, visit jcp.com.
This release may contain forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Such forward-looking statements, which reflect the Company’s current views of future events and financial performance, involve known and unknown risks and uncertainties that may cause the Company’s actual results to be materially different from planned or expected results. Those risks and uncertainties include, but are not limited to, general economic conditions, including inflation, recession, unemployment levels, consumer spending patterns, credit availability and debt levels, changes in store traffic trends, the cost of goods, trade restrictions, changes in pricing strategies, changes in tariff, freight and shipping rates, changes in the cost of fuel and other energy and transportation costs, increases in wage and benefit costs, competition and retail industry consolidations,interest rate fluctuations, dollar and other currency valuations, the impact of weather conditions, risks associated with war, an act of terrorism or pandemic, and a systems failure and/or security breach that results in the theft, transfer or unauthorized disclosure of customer, employee or Company information and legal and regulatory proceedings. Please refer to the Company’s most recent Form 10-K and subsequent filings for a further discussion of risks and uncertainties. Investors should take such risks into account when making investment decisions. We do not undertake to update these forward-looking statements as of any future date.


EUROPEAN SEAFOOD EXPOSITION 2012 Brussels April 24th-26th News Review

Sjávarútvegssýningar  í Brussel í 20 ár    Netkaup.is

16.05.2012 | Islandsstofa.is     Netkaup.is
N4 þættir frá sjávarútvegssýningunni í Brussel 2012:


Click on the links :



Tuttugu ár eru liðin frá því sjávarútvegssýningarnar í Brussel, European Seafood Exposition og Seafood Processing Europe voru settar á laggirnar. Ísland hefur verið með þjóðarbása á sýningunum frá upphafi sem fara stækkandi milli ára, en um 30 íslensk fyrirtæki tóku þátt í ár.

Hr. Ólafur Ragnar Grímsson, forseti Íslands, heimsótti sýningarnar og heilsaði upp á íslensku sýnendurna. Hann var einnig viðstaddur sérstaka móttöku á sýningarbás Íslandsstofu sem skipulögð var í samvinnu við sendiráð Íslands í Brussel en þar mætti fjöldi erlendra og innlendra gesta.

Fyrir Íslendinga er sýningin orðin fastur liður margra aðila í greininni að sækja heim.
Sýningarnar eru jafnan vettvangur alls hins besta og framsæknasta sem sjávarútvegsfyrirtæki heimsins og fyrirtækja sem þjónusta sjávarútveginn hafa upp á að bjóða. Í ár tóku rúmlega 1600 sýnendur þátt í ESE-sýningunni og sýnendur á SPE sýningunni, sem er vettvangur véla- og tækjaframleiðenda, voru rúmlega 200 talsins.