RSSCommoditizing live content
Put together on November 5, 2009 1:46 pm by Dimitris
1 Comment
- Image by Monica’s Dad via Flickr
As I said in my previous post, Greek TV channels most sought-after content is live events (sports, music etc) which cannot be found elsewhere (neither in competitors nor online). Securing licenses for such content turns out as a major asset for such providers – and I can imagine that this holds not just for Greece but any and all countries.
So what would it take for this last castle, which offers possibilities of monopoly to a single (or a few) providers, to fall? What would allow even live events to escape from the stranglehold of large, existing content providers? The making of a commodity out of watching live events could be (one of) the next big things if someone manages to get it right.
Now, most mobile phones can capture video these days and that’s a powerful medium that has remained rather untapped when it comes to live events. So here’s an idea: let’s assume we want to cover a live event, like a football game. All it would take would be to allow everyone who was planning to attend the event to sign up to also stream a portion of it. The streams from all users present at the event would arrive at a website dedicated to the event. There they would need to be synchronised (and perhaps even auto-selected based on quality) and then restreamed to visitors of the website in real time or semi-real time.
Now add to that that most such phones have or soon will have GPS information appended to them and you could even identify where in the event’s location the incoming streams originate from. Given enough people offering their streams, visitors on the website would be able to select a point of view and follow the event from it.
Perhaps a nice concept but where’s the catch? Actually there are two.
For one thing, we’re used to watching content from a few given angles and changes between them are managed by a single human being – the event’s director. Having the viewing experience be governed by whomever happens to be holding his mobile up at a given time and place, will definitely result in a dizzying reproduction of the event. Camera and sound quality will change abruptly along with location, stops will be inevitable, essentially no commentary will be possible, etc. At the very least it will take some getting used to, at worst it will be unwatchable. There is an answer to that however and it is of course adequate – and committed – streamers.
For another, a streamer will need a considerable incentive to do it. Holding a mobile up and stable for any amount of time will make the event less enjoyable for him and even more importantly streaming video will pump his bill by quite a bit if not on an ‘unlimited data’ plan. Obviously the platform which will organise and offer the content of the streamers online will have to share some of its revenue with the streamers – or at least those that offer the best quality streams and whose streams are the most viewed.
Overall, the experience will be pretty much nothing like what we’re used to but I think it’s terribly disruptive if you think about it. Using such a platform, a group of people can organise and relay an event pretty much on their own.
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One Response to “Commoditizing live content”
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Public Sector Tenders:
Public Sector Tenders...Good Tip...
Public Sector Tenders...
Good Tip... - last month
Good Tip... - last month
...
Public Sector Tenders:
Public Sector Tenders...It's easy to assume that it will always be the cheapest price that wins. It is not the case in the public sector...
Public Sector Tenders...
It's easy to assume that it will always be the cheapest price that wins. It is not the case in the public sector... - last month
It's easy to assume that it will always be the cheapest price that wins. It is not the case in the public sector... - last month
...
Tom Kehoe:
We at YayTrail (http://www.yaytrail.com) love the idea of a universal, cross-website content platform, a way to 'mash up' sites. But we disliked the implementations in these kinds of services. We didn't like that there's a big sidebar taking up screen real estate. We didn't like the idea of sticky-notes living on layers on top of - and often obscuring - the original page. We think these characteristics have kind of helped give annotation a bit of a bad name and limited more casual adoption and traction.We therefore decided to make a tool that strips away the things we didn't like about existing services. To do this, we've worked on technology that allows the user to enhance pages in-line. The user's content lives as a native part of the page, not 'out-of-line' in a side bar or non-native content layer. In the 'first layer' as you put it. We think that gives a different level of control and power to the user, gives a different value to their content, and rids us of the heavyweight UI elements of previous services in one swoop. We let people share their enhancements with others...so you can follow people of interest, and their enhancements get merged into your view of the web. We're still really raw ( pre-start-up) but that's our vision. You can try out our preview if you wish, with FireFox at http://www.yaytrail.com. Please also take a look at our introductory brief at http://www.yaytrail.com/brief/dec09 and what our users are saying at http://yaytrail.blogspot.com/Thanks for your time and I hope to see you soon on YayTrail.Tom Kehoe
We at YayTrail (http://www.yaytrail.com) love the idea of a universal, cross-website content platform, a way to 'mash up' sites. But we disliked the implementations in these kinds of services. We didn't like that there's a big sidebar taking up screen real estate. We didn't like the idea of sticky-notes living on layers on top of - and often obscuring - the original page. We think these characteristics have kind of helped give annotation a bit of a bad name and limited more casual adoption and traction.
We therefore decided to make a tool that strips away the things we didn't like about existing services. To do this, we've worked on technology that allows the user to enhance pages in-line. The user's content lives as a native part of the page, not 'out-of-line' in a side bar or non-native content layer. In the 'first layer' as you put it. We think that gives a different level of control and power to the user, gives a different value to their content, and rids us of the heavyweight UI elements of previous services in one swoop. We let people share their enhancements with others...so you can follow people of interest, and their enhancements get merged into your view of the web.
We're still really raw ( pre-start-up) but that's our vision. You can try out our preview if you wish, with FireFox at http://www.yaytrail.com. Please also take a look at our introductory brief at http://www.yaytrail.com/brief/dec09 and what our users are saying at http://yaytrail.blogspot.com/
Thanks for your time and I hope to see you soon on YayTrail.
Tom Kehoe - last month
We therefore decided to make a tool that strips away the things we didn't like about existing services. To do this, we've worked on technology that allows the user to enhance pages in-line. The user's content lives as a native part of the page, not 'out-of-line' in a side bar or non-native content layer. In the 'first layer' as you put it. We think that gives a different level of control and power to the user, gives a different value to their content, and rids us of the heavyweight UI elements of previous services in one swoop. We let people share their enhancements with others...so you can follow people of interest, and their enhancements get merged into your view of the web.
We're still really raw ( pre-start-up) but that's our vision. You can try out our preview if you wish, with FireFox at http://www.yaytrail.com. Please also take a look at our introductory brief at http://www.yaytrail.com/brief/dec09 and what our users are saying at http://yaytrail.blogspot.com/
Thanks for your time and I hope to see you soon on YayTrail.
Tom Kehoe - last month
...
Tony Vaughn:
HAROLD Antonio’ VAUGHN57 Estes Street, Lynn, MA 01902 ? Phone: 617-529-0879 ? haroldavaughn@comcast.net BUSINESS OPERATIONS AND PERFORMANCE MANAGEMENTStrategic Planning ? Staff Development & Diversity ?Business Process •Partnership Development & RetentionBusiness Management specialist with proven success in aligning operational strategies with business goals, strategic planning, client management and growth. Expertise covers a broad range of disciplines including financial management; recruiting & diversity; strategic partnership development; process improvements and operations management and the mentoring process BUSINESS EXPERIENCESCommonwealth of Massachusetts 2007- PresentExecutive Office of Housing and Economic Development State Office of Minority and Women Business Assistance Director of Business Development and Client Management, Boston, Ma Recruited to develop, train and deploy a business development staff to increase statewide outreach and increase the State’s portfolio of certified businesses. Defined a private sector business partnership model to provide access to high-quality business advisors to assist companies in building competency for sustainable growth. Developed an inter-agency and municipal program to promote public sector procurement opportunities to increase the utilization of certified businesses. Defined strategy for penetrating underserved and discouraged demographics.• Increased market penetration [certification pipeline] by 200% through implementing regionalized business development function. • Developed key partnerships via mutually beneficial memoranda of understanding [MOU] targeting partnerships to generate and increase business opportunities for the client portfolio.• Developed regionalize forum series “Get Connected” engaging major private and public sector expert knowledge partners - addressing critical components of successful business methodology and providing technical assistance • Increased the reporting performance of 351 municipalities from 50% to 94% resulting in increased utilization of minority and women owned businesses pursuant to Chapter 193, Construction Reform. • Developed the Agency’s first E-Newsletter “Opportunity Connect” to proactively market public sector business opportunities and promote certified businesses.• Increased construction contract opportunities by engaging the Agency’s Federal Transportation partners by developing a comprehensive market outreach program to promote opportunities and identify client vendors to deliver service.• Negotiate and manage the Federal Unified Certification Program Budget to increased services and partnered events • Daily correspondence with secretariat in both Administration and Finance [ANF] and the Executive Office of Housing and Economic Development [EOHED]Harold Vaughn Page 2Independent Consulting Advisory, Boston, MA2005 - 2007 • Retained by state agency (SOMWBA) for Three Phase Data Management and Business Intelligence assignment. Phase One; reclassification of entire client base to NAICS industry identification system. Phase Two; implement intelligence aggregate as to align service provider’s self-description with actual service discipline, industry sector and NAICS. Phase Three; develop and implement data metric survey, as out-lined by executive director, for verification of capability and capacity, as defined by employee size and revenue, for matching client specialization with current and developing opportunities.• Collaborated with Founder to produce and promote community music concerts. Designed program series, defined artist performance roster and developed budget and project management plans.• Established and executed creative marketing and promotional sponsor partnerships resulting in a 50% increase in ticket sales. Contracted for and managed artist performers and service/technical vendors. • Recruited to Co-Chair Governor’s Inaugural Entertainment Committee. Served as musical director to structure multi-location musical program series, aligning event program, cultural diversity and state-wide performing artists. Executed artist bookings fee negotiation, service contracts and performance and technical logistics, resulting in the engagement of 47 performing groups totaling 257 artists.• Advised CEO on services expansion, pricing model and operating practices and procedures for a start-up labor contracting professional services firm. Developed tactical plans to increase market share, cash flow, client acquisition and retention and engagement revenue optimization.Robert Half International, Boston, MA 2004 - 2005($5 billion Fortune 500 professional services consulting/staffing company) District Manager, Credit and Revenue ManagementRecruited to turnaround underperformance of $25 Million credit and cash portfolio, streamline processes, minimize business risk, strengthen client relations and develop a high-performing team.• Instituted client management strategies, aligning sales practices, service delivery, and financial performance. Developed best practice client relationship model, increasing client satisfaction by 86%. Integrated financial/sales processes, resulting in standardized service engagement agreements.• Restructured/defined quality control policies/procedures to minimize business risk and maximize financial performance. Implemented business processes and aligned high-performing staff, achieving record increase in cash performance by 60% and reduction in revenue collection by 76%. Austin Harley Entertainment/Rajastan Films, LLC, Ashland, MA 2001 - 2004(International artist management company)General Manager, Business Operations Recruited to redirect sales and marketing strategy to increase key target accounts, enhance business development/client relations and ensure integrity of management and financial reporting.• Devised business strategies to increase competitive market position. Collaborated with sales and marketing staff on initiatives to expand market penetration. Managed and reported on competitive industry and client market intelligence, emerging trends and growth opportunities to attain revenue growth targets. Identified industry knowledge training and development for key staff. Worked with team to develop and execute effective training programs.Harold Vaughn Page 3• Realigned operating and financial procedures to improve efficiency and data integrity. Increased cash collections by 30% by establishing service level standards ensuring prompt conflict resolutionLangley Corporation, Burlington, MA 1998 – 2004Distribution Service CompanyManager, Business Credit and Revenue Collections Recruited to implement a formal structure and process for revenue collection and business controls for business lines of credit. • Developed the internal/external process infrastructure to transition the revenue collection function from reactive to proactive. Implemented management controls for revenue forecasting and credit lines. Instituted a client management process that reduced days outstanding by 50% and credit risk. • Implemented business processes and aligned high-performing staff, achieving record increase in cash performance by 60% and reduction in revenue collection (DSO) by 76%. • Managed legal proceedings and disputes for at risk revenue. Conducted due diligence to qualify and grant business lines of credit.• Recruited, developed and managed staff.Other Management & positions held:Automotive Industry – Sales Manager TV Enterprises, tele-sales & marketing – Managing PartnerMental Health - Program Counselor____________________________________________________________________________________ EDUCATION, TRAINING & ASSOCIATIONS Graduate Studies: Business Administration & FinanceBachelor of Arts, Psychology & Business (summa cum laude)Associates of Psychology University of MassachusettsBoard of Directors, North Suffolk Mental Health Notary Public, National AssociationProfessional Musicians Associations / Professional bassistGolden Key International Honor Society Psi Chi Honor Society
HAROLD Antonio’ VAUGHN
57 Estes Street, Lynn, MA 01902 ? Phone: 617-529-0879 ? haroldavaughn@comcast.net
BUSINESS OPERATIONS AND PERFORMANCE MANAGEMENT
Strategic Planning ? Staff Development & Diversity ?Business Process
•Partnership Development & Retention
Business Management specialist with proven success in aligning operational strategies with business goals, strategic planning, client management and growth. Expertise covers a broad range of disciplines including financial management; recruiting & diversity; strategic partnership development; process improvements and operations management and the mentoring process
BUSINESS EXPERIENCES
Commonwealth of Massachusetts 2007- Present
Executive Office of Housing and Economic Development
State Office of Minority and Women Business Assistance
Director of Business Development and Client Management, Boston, Ma
Recruited to develop, train and deploy a business development staff to increase statewide outreach and increase the State’s portfolio of certified businesses. Defined a private sector business partnership model to provide access to high-quality business advisors to assist companies in building competency for sustainable growth. Developed an inter-agency and municipal program to promote public sector procurement opportunities to increase the utilization of certified businesses. Defined strategy for penetrating underserved and discouraged demographics.
• Increased market penetration [certification pipeline] by 200% through implementing regionalized business development function.
• Developed key partnerships via mutually beneficial memoranda of understanding [MOU] targeting partnerships to generate and increase business opportunities for the client portfolio.
• Developed regionalize forum series “Get Connected” engaging major private and public sector expert knowledge partners - addressing critical components of successful business methodology and providing technical assistance
• Increased the reporting performance of 351 municipalities from 50% to 94% resulting in increased utilization of minority and women owned businesses pursuant to Chapter 193, Construction Reform.
• Developed the Agency’s first E-Newsletter “Opportunity Connect” to proactively market public sector business opportunities and promote certified businesses.
• Increased construction contract opportunities by engaging the Agency’s Federal Transportation partners by developing a comprehensive market outreach program to promote opportunities and identify client vendors to deliver service.
• Negotiate and manage the Federal Unified Certification Program Budget to increased services and partnered events
• Daily correspondence with secretariat in both Administration and Finance [ANF] and the Executive Office of Housing and Economic Development [EOHED]
Harold Vaughn Page 2
Independent Consulting Advisory, Boston, MA
2005 - 2007
• Retained by state agency (SOMWBA) for Three Phase Data Management and Business Intelligence assignment. Phase One; reclassification of entire client base to NAICS industry identification system. Phase Two; implement intelligence aggregate as to align service provider’s self-description with actual service discipline, industry sector and NAICS. Phase Three; develop and implement data metric survey, as out-lined by executive director, for verification of capability and capacity, as defined by employee size and revenue, for matching client specialization with current and developing opportunities.
• Collaborated with Founder to produce and promote community music concerts. Designed program series, defined artist performance roster and developed budget and project management plans.
• Established and executed creative marketing and promotional sponsor partnerships resulting in a 50% increase in ticket sales. Contracted for and managed artist performers and service/technical vendors.
• Recruited to Co-Chair Governor’s Inaugural Entertainment Committee. Served as musical director to structure multi-location musical program series, aligning event program, cultural diversity and state-wide performing artists. Executed artist bookings fee negotiation, service contracts and performance and technical logistics, resulting in the engagement of 47 performing groups totaling 257 artists.
• Advised CEO on services expansion, pricing model and operating practices and procedures for a start-up labor contracting professional services firm. Developed tactical plans to increase market share, cash flow, client acquisition and retention and engagement revenue optimization.
Robert Half International, Boston, MA
2004 - 2005
($5 billion Fortune 500 professional services consulting/staffing company)
District Manager, Credit and Revenue Management
Recruited to turnaround underperformance of $25 Million credit and cash portfolio, streamline processes, minimize business risk, strengthen client relations and develop a high-performing team.
• Instituted client management strategies, aligning sales practices, service delivery, and financial performance. Developed best practice client relationship model, increasing client satisfaction by 86%. Integrated financial/sales processes, resulting in standardized service engagement agreements.
• Restructured/defined quality control policies/procedures to minimize business risk and maximize financial performance. Implemented business processes and aligned high-performing staff, achieving record increase in cash performance by 60% and reduction in revenue collection by 76%.
Austin Harley Entertainment/Rajastan Films, LLC, Ashland, MA
2001 - 2004
(International artist management company)
General Manager, Business Operations
Recruited to redirect sales and marketing strategy to increase key target accounts, enhance business development/client relations and ensure integrity of management and financial reporting.
• Devised business strategies to increase competitive market position. Collaborated with sales and marketing staff on initiatives to expand market penetration. Managed and reported on competitive industry and client market intelligence, emerging trends and growth opportunities to attain revenue growth targets. Identified industry knowledge training and development for key staff. Worked with team to develop and execute effective training programs.
Harold Vaughn Page 3
• Realigned operating and financial procedures to improve efficiency and data integrity. Increased cash collections by 30% by establishing service level standards ensuring prompt conflict resolution
Langley Corporation, Burlington, MA
1998 – 2004
Distribution Service Company
Manager, Business Credit and Revenue Collections
Recruited to implement a formal structure and process for revenue collection and business controls for business lines of credit.
• Developed the internal/external process infrastructure to transition the revenue collection function from reactive to proactive. Implemented management controls for revenue forecasting and credit lines. Instituted a client management process that reduced days outstanding by 50% and credit risk.
• Implemented business processes and aligned high-performing staff, achieving record increase in cash performance by 60% and reduction in revenue collection (DSO) by 76%.
• Managed legal proceedings and disputes for at risk revenue. Conducted due diligence to qualify and grant business lines of credit.
• Recruited, developed and managed staff.
Other Management & positions held:
Automotive Industry – Sales Manager
TV Enterprises, tele-sales & marketing – Managing Partner
Mental Health - Program Counselor
____________________________________________________________________________________
EDUCATION, TRAINING & ASSOCIATIONS
Graduate Studies: Business Administration & Finance
Bachelor of Arts, Psychology & Business (summa cum laude)
Associates of Psychology
University of Massachusetts
Board of Directors, North Suffolk Mental Health
Notary Public, National Association
Professional Musicians Associations / Professional bassist
Golden Key International Honor Society
Psi Chi Honor Society - last year
57 Estes Street, Lynn, MA 01902 ? Phone: 617-529-0879 ? haroldavaughn@comcast.net
BUSINESS OPERATIONS AND PERFORMANCE MANAGEMENT
Strategic Planning ? Staff Development & Diversity ?Business Process
•Partnership Development & Retention
Business Management specialist with proven success in aligning operational strategies with business goals, strategic planning, client management and growth. Expertise covers a broad range of disciplines including financial management; recruiting & diversity; strategic partnership development; process improvements and operations management and the mentoring process
BUSINESS EXPERIENCES
Commonwealth of Massachusetts 2007- Present
Executive Office of Housing and Economic Development
State Office of Minority and Women Business Assistance
Director of Business Development and Client Management, Boston, Ma
Recruited to develop, train and deploy a business development staff to increase statewide outreach and increase the State’s portfolio of certified businesses. Defined a private sector business partnership model to provide access to high-quality business advisors to assist companies in building competency for sustainable growth. Developed an inter-agency and municipal program to promote public sector procurement opportunities to increase the utilization of certified businesses. Defined strategy for penetrating underserved and discouraged demographics.
• Increased market penetration [certification pipeline] by 200% through implementing regionalized business development function.
• Developed key partnerships via mutually beneficial memoranda of understanding [MOU] targeting partnerships to generate and increase business opportunities for the client portfolio.
• Developed regionalize forum series “Get Connected” engaging major private and public sector expert knowledge partners - addressing critical components of successful business methodology and providing technical assistance
• Increased the reporting performance of 351 municipalities from 50% to 94% resulting in increased utilization of minority and women owned businesses pursuant to Chapter 193, Construction Reform.
• Developed the Agency’s first E-Newsletter “Opportunity Connect” to proactively market public sector business opportunities and promote certified businesses.
• Increased construction contract opportunities by engaging the Agency’s Federal Transportation partners by developing a comprehensive market outreach program to promote opportunities and identify client vendors to deliver service.
• Negotiate and manage the Federal Unified Certification Program Budget to increased services and partnered events
• Daily correspondence with secretariat in both Administration and Finance [ANF] and the Executive Office of Housing and Economic Development [EOHED]
Harold Vaughn Page 2
Independent Consulting Advisory, Boston, MA
2005 - 2007
• Retained by state agency (SOMWBA) for Three Phase Data Management and Business Intelligence assignment. Phase One; reclassification of entire client base to NAICS industry identification system. Phase Two; implement intelligence aggregate as to align service provider’s self-description with actual service discipline, industry sector and NAICS. Phase Three; develop and implement data metric survey, as out-lined by executive director, for verification of capability and capacity, as defined by employee size and revenue, for matching client specialization with current and developing opportunities.
• Collaborated with Founder to produce and promote community music concerts. Designed program series, defined artist performance roster and developed budget and project management plans.
• Established and executed creative marketing and promotional sponsor partnerships resulting in a 50% increase in ticket sales. Contracted for and managed artist performers and service/technical vendors.
• Recruited to Co-Chair Governor’s Inaugural Entertainment Committee. Served as musical director to structure multi-location musical program series, aligning event program, cultural diversity and state-wide performing artists. Executed artist bookings fee negotiation, service contracts and performance and technical logistics, resulting in the engagement of 47 performing groups totaling 257 artists.
• Advised CEO on services expansion, pricing model and operating practices and procedures for a start-up labor contracting professional services firm. Developed tactical plans to increase market share, cash flow, client acquisition and retention and engagement revenue optimization.
Robert Half International, Boston, MA
2004 - 2005
($5 billion Fortune 500 professional services consulting/staffing company)
District Manager, Credit and Revenue Management
Recruited to turnaround underperformance of $25 Million credit and cash portfolio, streamline processes, minimize business risk, strengthen client relations and develop a high-performing team.
• Instituted client management strategies, aligning sales practices, service delivery, and financial performance. Developed best practice client relationship model, increasing client satisfaction by 86%. Integrated financial/sales processes, resulting in standardized service engagement agreements.
• Restructured/defined quality control policies/procedures to minimize business risk and maximize financial performance. Implemented business processes and aligned high-performing staff, achieving record increase in cash performance by 60% and reduction in revenue collection by 76%.
Austin Harley Entertainment/Rajastan Films, LLC, Ashland, MA
2001 - 2004
(International artist management company)
General Manager, Business Operations
Recruited to redirect sales and marketing strategy to increase key target accounts, enhance business development/client relations and ensure integrity of management and financial reporting.
• Devised business strategies to increase competitive market position. Collaborated with sales and marketing staff on initiatives to expand market penetration. Managed and reported on competitive industry and client market intelligence, emerging trends and growth opportunities to attain revenue growth targets. Identified industry knowledge training and development for key staff. Worked with team to develop and execute effective training programs.
Harold Vaughn Page 3
• Realigned operating and financial procedures to improve efficiency and data integrity. Increased cash collections by 30% by establishing service level standards ensuring prompt conflict resolution
Langley Corporation, Burlington, MA
1998 – 2004
Distribution Service Company
Manager, Business Credit and Revenue Collections
Recruited to implement a formal structure and process for revenue collection and business controls for business lines of credit.
• Developed the internal/external process infrastructure to transition the revenue collection function from reactive to proactive. Implemented management controls for revenue forecasting and credit lines. Instituted a client management process that reduced days outstanding by 50% and credit risk.
• Implemented business processes and aligned high-performing staff, achieving record increase in cash performance by 60% and reduction in revenue collection (DSO) by 76%.
• Managed legal proceedings and disputes for at risk revenue. Conducted due diligence to qualify and grant business lines of credit.
• Recruited, developed and managed staff.
Other Management & positions held:
Automotive Industry – Sales Manager
TV Enterprises, tele-sales & marketing – Managing Partner
Mental Health - Program Counselor
____________________________________________________________________________________
EDUCATION, TRAINING & ASSOCIATIONS
Graduate Studies: Business Administration & Finance
Bachelor of Arts, Psychology & Business (summa cum laude)
Associates of Psychology
University of Massachusetts
Board of Directors, North Suffolk Mental Health
Notary Public, National Association
Professional Musicians Associations / Professional bassist
Golden Key International Honor Society
Psi Chi Honor Society - last year
...
Tony Vaughn:
read the resume
read the resume - last year
...
vrypan:
Or, use Google Reader's "share with note" notes :-)
Or, use Google Reader's "share with note" notes :-) - last year
...
Dimitris:
Thanks for the comment vrypan. That sure is an option but whoever accesses the site through means other than Google Reader (e.g. twitter, other RSS reader, etc) misses that added content (and value). It's way better if the short version stays in the website it refers to. Or even better (?), writing a summary could optionally initiate an update of the RSS feed.
Thanks for the comment vrypan. That sure is an option but whoever accesses the site through means other than Google Reader (e.g. twitter, other RSS reader, etc) misses that added content (and value). It's way better if the short version stays in the website it refers to. Or even better (?), writing a summary could optionally initiate an update of the RSS feed. - last year
...
vrypan:
I meant one could write a program to find the Google Reader notes and bring them back to your site automatically.
I meant one could write a program to find the Google Reader notes and bring them back to your site automatically. - last year
...
Dimitris:
Yes, Google Reader is a good place to start as lots of people use it, it is based on 'the real web' (i.e. is not inside a walled-garden) and it should be easy to process the 'shared notes' it offers. Other services may be possible or useful to add after that.
Yes, Google Reader is a good place to start as lots of people use it, it is based on 'the real web' (i.e. is not inside a walled-garden) and it should be easy to process the 'shared notes' it offers. Other services may be possible or useful to add after that. - last year
...
Question search engine | terrainnova.org:
[...] also be integrated quite well with the ‘paragraph summary’ platform I described in this post) tags: idea, [...]
[...] also be integrated quite well with the ‘paragraph summary’ platform I described in this post) tags: idea, [...] - last year
...
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Public Sector Tenders…
It’s easy to assume that it will always be the cheapest price that wins. It is not the case in the public sector…