revisen e instalen:
https://market.android.com/developer?pub=Nuevo+Medio
martes, 10 de enero de 2012
domingo, 17 de julio de 2011
Emprendimientos
Ni bolsa ni propiedades, Ni casas ni coches: invierta en sí mismo, en aprender. No hablo de conseguir un título, sino de aprender y conectarse a una red de creadores inteligentes. La inversión en conocimiento no se la puede llevar ninguna crisis. Quienes ahora están mejor son quienes en su día invirtieron en saber y no sólo en especul...ar.
Una sociedad abierta siempre necesita emprendedores que asuman riesgos y se equivoquen y aprendan del error hasta detectar una necesidad y satisfacerla. Ahora mismo el dinero está persiguiendo a estos emprendedores y a sus ideas, y no al revés. Y, como el mundo cambia cada vez más deprisa, es más rentable invertir en ideas y habilidades para adaptarse que en propiedades.
Joichi Ito, director del Media Lab del MIT
Una sociedad abierta siempre necesita emprendedores que asuman riesgos y se equivoquen y aprendan del error hasta detectar una necesidad y satisfacerla. Ahora mismo el dinero está persiguiendo a estos emprendedores y a sus ideas, y no al revés. Y, como el mundo cambia cada vez más deprisa, es más rentable invertir en ideas y habilidades para adaptarse que en propiedades.
Joichi Ito, director del Media Lab del MIT
viernes, 3 de junio de 2011
Aplicación Sundeck para Android
Hola, les comparto el primer producto de mi nuevo emprendimiento, una aplicación para Android que promociona una serie de fiestas llamadas Sundeck.
me encantarían comentarios.
CR
lunes, 16 de mayo de 2011
martes, 5 de abril de 2011
Proverbs of St. McLuhan
Highlights from Understanding Media
*
Man the food-gatherer reappears incongruously as information-gatherer. In this role, electronic man is no less a nomad than his paleolithic ancestors.
*
Everybody experiences far more than he understands. Yet it is experience, rather than understanding, that influences behavior.
*
It is a principal aspect of the electric age that it establishes a global network that has much of the character of our central nervous system.
*
Electric speed mingles the cultures of prehistory with the dregs of industrial marketeers, the nonliterate with the semiliterate and the postliterate. Mental breakdown of varying degrees is the very common result.
*
The American stake in literacy as a technology or uniformity applied to every level of education, government, industry, and social life is totally threatened by the electric technology.
*
Our conventional response to all media, namely that it is how they are used that counts, is the numb stance of the technological idiot.
*
In this electric age we see ourselves being translated more and more into the form of information, moving toward the technological extension of consciousness.
*
By putting our physical bodies inside our extended nervous systems, by means of electric media, we set up a dynamic by which all previous technologies -- including cities -- will be translated into information systems.
*
Under electric technology the entire business of man becomes learning and knowing...and all forms of wealth result from the movement of information.
*
Each new technology turns its predecessor into an art form.
*
Man becomes, as it were, the sex organs of the machine world...enabling it to evolve ever new forms.
*
Except for light, all other media come in pairs, with one acting as the "content" of the other, obscuring the operation of both.
*
Electromagnetic technology requires utter human docility and quiescence of meditation such as befits an organism that now wears its brain outside its skull and its nerves outside its hide.
*
The problem of discovering occupations or employment may prove as difficult as wealth is easy.
*
Might not our current translation of our entire lives into the spiritual form of information seem to make of the entire globe, and of the human family, a single consciousness?
*
The new media and technologies by which we amplify and extend ourselves constitute a huge collective surgery carried out on the social body with complete disregard for antiseptics.
*
What would happen if art were suddenly seen for what it is, namely, exact information of how to rearrange one's psyche in order to anticipate the next blow from our own extended faculties?
*
Once we have surrendered our senses and nervous systems to the private manipulation of those who would try to benefit from taking a lease on our eyes and ears and nerves, we don't really have any rights left.
*
The implosion of electric energy in our century cannot be met by explosion or expansion, but it can be met by decentralism and the flexibility of multiple small centers.
*
Computers hold out the promise...to bypass languages in favor of general cosmic consciousness.
*
Electric speeds create centers everywhere...This is the new world of the global village.
*
Today the acceleration tends to be total, and thus ends space as the main factor in social arrangements.
*
War is never anything less than accelerated technological change.
*
Now that man has extended his central nervous system by electric technology, the field of battle has shifted to mental image making and breaking, both in war and in business.
*
Print gave to men the concept of indefinite repetition so necessary to the mathematical concept of infinity. The same Gutenberg fact of uniform, continuous, and indefinitely repeatable bits inspired also the related concept of the infinitesimal calculus.
*
"Money talks" because money is a metaphor.
*
The clock dragged man out of the world of seasonal rhythms and recurrence, as effectively as the alphabet had released him from the magical resonance of the spoken word and the tribal trap.
*
Primitive man lived in a much more tyrannical cosmic machine than Western literate man has ever invented.
*
The world of the ear is more embracing and inclusive than that of the eye can ever be.
*
The book was the first teaching machine and also the first mass-produced commodity.
*
Ads are news. What is wrong with them is that they are always good news. In order to balance off the effect and to sell good news, it is necessary for newspapers and television to have a lot of bad news.
*
The social practices of one generation tend to get codified into the "game" of the next.
*
There is a desperate need for games in a highly specialized industrial culture, since they are the only forms of art accessible to many minds.
*
Electricity is only incidentally visual and auditory; it is primarily tactile.
*
The "human interest" dimension is simply that of immediacy of participation in the experience of others that occurs with instant information.
*
The telephone is a participant form that demands a partner. Any literate man resents such a heavy demand for his total attention, because he has long been accustomed to fragmentary attention.
*
The telephone: speech without walls. The phonograph: music hall without walls. The photograph: museum without walls. The electric light: space without walls. The movie, radio, and TV: classroom without walls.
*
Just as we now try to control atom-bomb fallout, so we will one day try to control media fallout. Education will become recognized as civil defense against media fallout.
*
With TV the viewer is the screen.
*
Electric persuasion by photo and movie and TV works by dunking entire populations in new imagery.
*
With instant electric technology, the globe itself can never again be more than a village.
*
The future of work consists of learning a living.
Highlights from Culture is Our Business
*
Privacy invasion is now one of our biggest knowledge industries.
*
The great corporations are new tribal families.
From Gutenberg Galaxy
*
Instead of tending toward a vast Alexandrian library the world has become a computer, an electronic brain.
*
As our senses have gone outside us, Big Brother goes inside.
*
Terror is the normal state of any oral society, for in it everything affects everything all the time.
lunes, 4 de abril de 2011
sábado, 2 de abril de 2011
Problemas de traducción
Me encuentro trabajando en el desarrollo de mi primer emprendimiento. Va muy entretenido y me ha tocado escribir mucho, describiendo lo que hago. Me tope con la dificultad de traducir
Cost per lead: costo por cliente potencial
ojalá a alguien mas le sirva el dato.
CR
Redes sociales y cuidado de la salud
Es muy interesante como las redes sociales nos alcanzan en tantos diferentes ámbitos. Nuevas tecnologías y viejos modelos de negocio.
Navigating Regulatory Isses of Social Media in Healthcare : Webinar from Digital Influence Group on Vimeo.
jueves, 3 de marzo de 2011
sábado, 20 de noviembre de 2010
martes, 26 de octubre de 2010
miércoles, 6 de octubre de 2010
martes, 21 de septiembre de 2010
Renta óptima ...
Siguiendo con la temática de la felicidad y el ingreso de las personas.
Happiness Money Report
Happiness Money Report
lunes, 20 de septiembre de 2010
domingo, 5 de septiembre de 2010
miércoles, 1 de septiembre de 2010
Economía Internacional UDP: Taller de blogs
Estimados alumnos,
1: Pobre/poco original 2: Bueno/normal 3: Excelente/Muy original
El blog que obtenga el puntaje máximo, corresponderá a la nota máxima obtenida, y desde ahí, se hace la distribución del resto de las notas por grupo.
Este taller considera dos notas, una por asistencia (100% = 7,0) y la nota específica por grupo.
Carlos Rojas
durante el curso de economía internacional, deben desarrollar un blog en grupos de 3 compañeros. Este blog se evalúa en base a la entrada realizada durante la clase (las entradas subidas fuera del horario no se consideran) y en los siguientes criterios:
- Actualización,
- Análisis económico
- creatividad de tema
El blog que obtenga el puntaje máximo, corresponderá a la nota máxima obtenida, y desde ahí, se hace la distribución del resto de las notas por grupo.
Este taller considera dos notas, una por asistencia (100% = 7,0) y la nota específica por grupo.
Carlos Rojas
lunes, 30 de agosto de 2010
Empresas 2.0
Empresas que no tienen puestos de trabajo fijos asignados a sus empleados. De hecho, tienen menos puestos de trabajo que empleados.
Teletrabajo extremo. No solo trabajar desde casa en ocasiones, sino tener empleados en otras ciudades o incluso en otros continentes.
Un tamaño pequeño (menos de 150 personas), elegido voluntariamente.
Empresas unipersonales, la reputación profesional como el mayor activo.
Uso de herramientas y recursos gratuitos o baratos. Elegir lo simple y práctico antes que lo perfecto y complejo.
Meritocracia frente a autoridad impuesta. Estructuras planas frente a jerarquías complejas.
El método de probar-medir-corregir frente a la planificación y el control de la ejecución.
El respeto al sentido común de los empleados frente a la imposición de procedimientos.
El cliente es más importante que el producto. Crear experiencias duraderas, no momentos de venta.
Hipercomunicación entre empleados, con clientes, con socios… usando múltiples tecnologías y en tiempo casi real.
Empresas abiertas, que comparten información y crean entornos en los que generan oportunidades de negocio para otros.
Hiperespecialización, empresas que hacen muy pocas cosas pero son excelentes haciéndolas.
Redes de cooperación entre empresas que se complementan o incluso pueden competir en un momento y cooperar en otro.
Micromultinacionales, empresas con empleados en varios países, con subcontratistas en varios continentes y con clientes en todo el mundo, formadas por un puñado de personas y con pocos recursos económicos.
Empresas flash, que se crean rápidamente y mueren rápidamente para aprovechar una oportunidad puntual.
Artesanía, ofertas personalizadas, creadas a medida de un cliente con preferencias muy particulares. Explotación de la long tail.
Empresas con sentido, ONGs con ánimo de lucro. La “responsabilidad social” no es una excrecencia añadida, sino que la propia empresa tiene clara su aportación a la sociedad en la propia manera de hacer negocio.
Teletrabajo extremo. No solo trabajar desde casa en ocasiones, sino tener empleados en otras ciudades o incluso en otros continentes.
Un tamaño pequeño (menos de 150 personas), elegido voluntariamente.
Empresas unipersonales, la reputación profesional como el mayor activo.
Uso de herramientas y recursos gratuitos o baratos. Elegir lo simple y práctico antes que lo perfecto y complejo.
Meritocracia frente a autoridad impuesta. Estructuras planas frente a jerarquías complejas.
El método de probar-medir-corregir frente a la planificación y el control de la ejecución.
El respeto al sentido común de los empleados frente a la imposición de procedimientos.
El cliente es más importante que el producto. Crear experiencias duraderas, no momentos de venta.
Hipercomunicación entre empleados, con clientes, con socios… usando múltiples tecnologías y en tiempo casi real.
Empresas abiertas, que comparten información y crean entornos en los que generan oportunidades de negocio para otros.
Hiperespecialización, empresas que hacen muy pocas cosas pero son excelentes haciéndolas.
Redes de cooperación entre empresas que se complementan o incluso pueden competir en un momento y cooperar en otro.
Micromultinacionales, empresas con empleados en varios países, con subcontratistas en varios continentes y con clientes en todo el mundo, formadas por un puñado de personas y con pocos recursos económicos.
Empresas flash, que se crean rápidamente y mueren rápidamente para aprovechar una oportunidad puntual.
Artesanía, ofertas personalizadas, creadas a medida de un cliente con preferencias muy particulares. Explotación de la long tail.
Empresas con sentido, ONGs con ánimo de lucro. La “responsabilidad social” no es una excrecencia añadida, sino que la propia empresa tiene clara su aportación a la sociedad en la propia manera de hacer negocio.
miércoles, 25 de agosto de 2010
sábado, 14 de agosto de 2010
viernes, 6 de agosto de 2010
The Newsonomics of the Fading 80/20 Rule
The Newsonomics of the Fading 80/20 Rule
de Newsonomics de Ken Doctor
Jim Moroney thinks he may be on to a new formula. It’s not as great — not nearly as profitable — as that old newspaper formula, but it’s one that may sustain his company into the future.
“The Dallas Morning News now gets 38 percent of its revenue from circulation, 54 percent from advertising, and 8 percent from contract printing plus,” the Morning News’ publisher tells me.
Those numbers are a far cry from the way it used to be for newspaper companies. They long used one of the many 80/20 rules out there: 80 percent of their revenue came from advertising, and 20% came from circulation.
Now, as ad revenue has been on a precipitous decline — down from almost $50 billion in 2000 to $24 billion in 2009, and still sliding a bit more — that old formula is out the window.
While the digital news world seems consumed with conversations about paywalls and memberships, it is old-fashioned print circulation revenue that is the gainer in the post-80/20 formulas. Sure, advertising’s ski slope decline has greatly altered the 80/20. So has, though, the significant up-pricing of both subscriptions and single copies over the past three years.
At the Morning News, Moroney — aided by research from consumer products company The Modellers — took monthly subscriptions from $18 to $30, in one fell swoop. Many other publishers have upped prices, though most have done it more gradually. Pick up a slim copy anywhere in your travels, and you see it now costs 75 cents or a buck; it used to be the “25-cent or 35-cent?” discussion that consumed executive committees.
The impact of the pricing moves is still uncertain. Short-term, they seemed to work. Though circulation continued to decline, circulation revenue was mildly up. The central notion: Get those with the newspaper habit to pay more of the freight, figuring that few would drop the newspaper because it cost two Grande Mochas more.
As we look at last quarter’s financial reports, we have to wonder how the up-pricing of circulation will work. As many companies showed a decline in circulation revenue in the second quarter as showed an increase.
A few of the numbers:
Gannett: down 5.9%
McClatchy: down 2.5%
Lee: down 4.4%
Gatehouse: down 2.5%
Moroney’s own company, A.H. Belo, of which he is an executive vice-president, reported a 6.6-percent increase. Additionally, The New York Times Company reported a 3.2-percent increase and Scripps a 4.5-percent increase (from 1st quarter data; 2nd not out until Aug. 9). Significantly, I think, each of those companies may have done a better job of minimizing newsroom cuts and reinvesting — at least a little — in that now higher-priced product.
While the jury is out on the stickiness of price increases, it’s clear the old 80/20 rule is gone.
Broadly, in research I conduct annually for Outsell, we track the global moves in ad, circulation and digital revenue. In 2009, circulation revenue was up more than a point over 2008 to 41 percent. Significantly, Japanese publishers continue to get a majority of their revenue from circulation, while much of Europe and UK see their percentages in 35-45 percent range.
ln the U.S., let’s just pull some data from the second-quarter reports. They show:
New York Times: Circ: 40%, Ads: 53%, Other: 7%
Scripps: Circ: 28%; Ads: 67%; Other: 5%
Gatehouse: Circ: 27% , Ads: 71%, Other 2%
Lee: Circ: 24%, Ads: 70%, Other: 6%
McClatchy: Circ: 20%; Ads: 76%, Other: 4%
Several factors will continue to push and pull the new ad/circ breakdown.
For one thing, we’re moving into an era of “reader revenue,” one that will roll up print subscriptions, single print copies, digital pay per view, digital subscriptions, all-access (across platform) subscriptions, memberships and more. For a next generation of reader revenue, tablet access is the big prize in the sights of publishers; witness, for instance, the likelihood of a News Corp. “iPad division.” Further, advertising will continue morph greatly, as digital marketing replaces some of that spend, enlarging and changing definitions.
Finally, don’t forget “other.” For A.H. Belo, it’s 8 percent now, but growing at at 35-percent clip. As news companies find “other” ways to make “other” revenue, we’ll see new formulas begin to make sense.
The Newsonomics of the Fading 80/20 Rule
de Newsonomics de Ken Doctor
Jim Moroney thinks he may be on to a new formula. It’s not as great — not nearly as profitable — as that old newspaper formula, but it’s one that may sustain his company into the future.
“The Dallas Morning News now gets 38 percent of its revenue from circulation, 54 percent from advertising, and 8 percent from contract printing plus,” the Morning News’ publisher tells me.
Those numbers are a far cry from the way it used to be for newspaper companies. They long used one of the many 80/20 rules out there: 80 percent of their revenue came from advertising, and 20% came from circulation.
Now, as ad revenue has been on a precipitous decline — down from almost $50 billion in 2000 to $24 billion in 2009, and still sliding a bit more — that old formula is out the window.
While the digital news world seems consumed with conversations about paywalls and memberships, it is old-fashioned print circulation revenue that is the gainer in the post-80/20 formulas. Sure, advertising’s ski slope decline has greatly altered the 80/20. So has, though, the significant up-pricing of both subscriptions and single copies over the past three years.
At the Morning News, Moroney — aided by research from consumer products company The Modellers — took monthly subscriptions from $18 to $30, in one fell swoop. Many other publishers have upped prices, though most have done it more gradually. Pick up a slim copy anywhere in your travels, and you see it now costs 75 cents or a buck; it used to be the “25-cent or 35-cent?” discussion that consumed executive committees.
The impact of the pricing moves is still uncertain. Short-term, they seemed to work. Though circulation continued to decline, circulation revenue was mildly up. The central notion: Get those with the newspaper habit to pay more of the freight, figuring that few would drop the newspaper because it cost two Grande Mochas more.
As we look at last quarter’s financial reports, we have to wonder how the up-pricing of circulation will work. As many companies showed a decline in circulation revenue in the second quarter as showed an increase.
A few of the numbers:
Gannett: down 5.9%
McClatchy: down 2.5%
Lee: down 4.4%
Gatehouse: down 2.5%
Moroney’s own company, A.H. Belo, of which he is an executive vice-president, reported a 6.6-percent increase. Additionally, The New York Times Company reported a 3.2-percent increase and Scripps a 4.5-percent increase (from 1st quarter data; 2nd not out until Aug. 9). Significantly, I think, each of those companies may have done a better job of minimizing newsroom cuts and reinvesting — at least a little — in that now higher-priced product.
While the jury is out on the stickiness of price increases, it’s clear the old 80/20 rule is gone.
Broadly, in research I conduct annually for Outsell, we track the global moves in ad, circulation and digital revenue. In 2009, circulation revenue was up more than a point over 2008 to 41 percent. Significantly, Japanese publishers continue to get a majority of their revenue from circulation, while much of Europe and UK see their percentages in 35-45 percent range.
ln the U.S., let’s just pull some data from the second-quarter reports. They show:
New York Times: Circ: 40%, Ads: 53%, Other: 7%
Scripps: Circ: 28%; Ads: 67%; Other: 5%
Gatehouse: Circ: 27% , Ads: 71%, Other 2%
Lee: Circ: 24%, Ads: 70%, Other: 6%
McClatchy: Circ: 20%; Ads: 76%, Other: 4%
Several factors will continue to push and pull the new ad/circ breakdown.
For one thing, we’re moving into an era of “reader revenue,” one that will roll up print subscriptions, single print copies, digital pay per view, digital subscriptions, all-access (across platform) subscriptions, memberships and more. For a next generation of reader revenue, tablet access is the big prize in the sights of publishers; witness, for instance, the likelihood of a News Corp. “iPad division.” Further, advertising will continue morph greatly, as digital marketing replaces some of that spend, enlarging and changing definitions.
Finally, don’t forget “other.” For A.H. Belo, it’s 8 percent now, but growing at at 35-percent clip. As news companies find “other” ways to make “other” revenue, we’ll see new formulas begin to make sense.
The Newsonomics of the Fading 80/20 Rule
jueves, 15 de julio de 2010
Los hechos nunca son lo que parecen
Facts don’t necessarily have the power to change our minds.
Facts often do not cure misinformation.
Facts could actually make misinformation even stronger.
Facts often do not cure misinformation.
Facts could actually make misinformation even stronger.
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