Cloud Hosting is The Architecture of Cloud Computing Techniques

Cloud Hosting Technique

Cloud Hosting is The Architecture of Cloud Computing Techniques

Cloud Hosting is The Architecture of Cloud Computing Techniques

provides the hosting services in the form of a single virtual machine and is implemented through the use of cloud computing and cloud architecture. It dynamically distributes data and processes across the small servers of the system for processing. The cloud hosting system is divided into many virtual machines. The services offered by a loud hosting service provider are located at its premises and these can be accessed by using client software.

The cloud hosting allows the users to get their applications up and running much faster and enables the quick readjustment of virtual resources to meet the dynamic demands like increased data rate, traffic size and storage requirements. The users can assess the cloud using different client devices like desktops, laptops, tablets and phones. Some of the user devices require real time cloud computing for running their applications, while others can interact with a cloud application via web browsers. Some cloud applications only support specific client software dedicated for these applications. Some legacy applications are also supported through screen sharing technology. The internet giants such as Google and Amazon are using this state of art hosting technology successfully for their servers.

Cloud hosting can be offered in three different modes i.e. infrastructure as a service(IaaS) , platform as a service(PaaS) and software as a service(SaaS). The basic mode IaaS , offers the services in the form of physical or virtual machines ( computers & other processing devices), raw/block storage , firewalls , load balancing mechanism and networks .The IaaS mode services provider supply these resources from a large deployed pool of resources in data centers andthis also include provisioning of local area networks and  IP addresses. The PaaS mode cloud hosting services provider offers a cloud computing platform  that include an operating system, programming execution environment, database and server. The PaaS application software can be developed and run on a cloud platform and does not involve cost and complexity of buying and managing the hardware and software layers. The (SaaS) mode cloud hosting services provider  install and operate application software in the cloud and cloud users access the software from cloud clients and the cloud platform in this case is not managed by the clients. Clouds hosting can be physically deployed in the form of public cloud, personal cloud, hybrid cloud and community cloud.

Cloud hosting has greatly reduced the website operational cost. In older versions of servers, the clients used to pay for a specific bandwidth irrespective of the traffic on that server. The cloud hosting has tackled this problem through the skillful use of variable costing method, where the cost will increase with the traffic and as the load/traffic reduces the cost will be automatically decreases.

The cloud hosting has a great advantage in terms of its security, as it operates in isolated environment and only the host has the access to it. One of the biggest advantages of cloud hosting is that the cloud platform manageability, maintenance and upgrades can be easily and remotely accomplished, as it does not require any physical/hardware maintenance repair and replacement.

Apple Watch, FitBit could feel cost of U.S. tariffs

(Reuters) – The latest round of U.S. tariffs on $200 billion of Chinese goods could hit the Apple Watch, health trackers, streaming music speakers and other accessories assembled in China, government rulings on tariffs show.

FILE PHOTO: A woman tries a new Apple Watch Series 3 Cellular model after it goes on sale at the Apple Store in Tokyo’s Omotesando shopping district, Japan, September 22, 2017. REUTERS/Issei Kato/File Photo

The rulings name Apple Inc’s (AAPL.O) watch, several Fitbit Inc (FIT.N) activity trackers and connected speakers from Sonos Inc. While consumer technology’s biggest sellers such as mobile phones and laptops so far have faced little danger of import duties, the rulings show that gadget makers are unlikely to be spared altogether and may have to consider price hikes on products that millions of consumers use every day.

The devices have all been determined by U.S. Customs and Border Patrol officials to fall under an obscure subheading of data transmission machines in the sprawling list of U.S. tariff codes. And that particular subheading is included in the more than 6,000 such codes in President Donald Trump’s most recent round of proposed tariffs released earlier this month.

Slideshow (2 Images)

That $200 billion list of tariffs is in a public comment period. But if the list goes into effect this fall, the products from Apple, Fitbit and Sonos could face a 10 percent tariff.

The specific products listed in customs rulings are the original Apple Watch; Fitbit’s Charge, Charge HR and Surge models; and Sonos’s Play:3, Play:5 and SUB speakers.

All three companies declined to comment on the proposed tariff list. But in its filing earlier this month to become a publicly traded company, Sonos said that “the imposition of tariffs and other trade barriers, as well as retaliatory trade measures, could require us to raise the prices of our products and harm our sales.”

The New York Times has reported that Trump told Apple CEO Tim Cook during a meeting in May that the U.S. government would not levy tariffs on iPhones assembled in China, citing a person familiar with the meeting.

“The way the president has been using his trade authority, you have direct examples of him using his authority to target specific products and companies,” said Sage Chandler, vice president for international trade policy at the Consumer Technology Association.

The toll from tariffs on the gadget world’s smaller product lines could be significant. Sonos and Fitbit do not break out individual product sales, but collectively they had $2.6 billion in revenue last year. Bernstein analyst Toni Sacconaghi estimates that the Apple Watch alone will bring in $9.9 billion in sales this year, though that estimate includes sales outside the United States that the tariff would not touch.

It is possible that the products from Apple, Fitbit and Sonos no longer fall under tariff codes in the $200 billion list, trade experts said. The codes applied to specific products are only public knowledge because their makers asked regulators to rule on their proper classification. And some of the products have been replaced by newer models that could be classified differently.

But if companies have products whose tariff codes are on the list, they have three options, experts said: Advocate to get the code dropped from the list during the public comment period, apply for an exclusion once tariffs go into effect, or try to have their products classified under a different code not on the list.

The last option could prove difficult due to the thousands of codes covered, said one former U.S. trade official.

Reporting by Stephen Nellis in San Francisco; Editing by Lisa Shumaker

Why You Should Add Instagram Stories to Your Game Plan

By Chad Keller, COO/Co-Founder of Growth Stackers.

Facebook’s newsfeed isn’t the only game in town for marketing professionals who create and place social-media ads. Instagram Stories is giving Facebook a run for their money right now. Instagram Stories is fast emerging as a prime piece of online real estate for advertisers. It’s where my clients clamor to be, in addition to Facebook.

Indeed, virtually all of them have recently made room in their customer-acquisition campaign budgets for Instagram Stories. The time may be right for you to consider doing likewise.

Attractive Demographics at Instagram

My clients are adding Instagram Stories and seeing impressive return on investment (ROI) on their ad spends because the demographics at Instagram are so very favorable. Facebook used to be the best place to access millennials, along with their parents and grandparents. However, in the last year or two, many millennials have shifted away from Facebook and gravitated toward Instagram. As they’ve moved over, so have their parents and grandparents in order to stay connected. Consequently, the audiences we’ve been targeting at Facebook are now also showing up on Instagram.

My clients are happy about that, in part because they can talk to the Instagram crowd for less than what it costs at Facebook. Also, there are, at present, fewer advertisers using Instagram Stories (one of the reasons it costs less than Facebook), which means my clients have a voice heard louder and clearer.

The Popularity of Instagram Stories

Instagram Stories debuted in mid-2016. In short order, it became a top choice among Instagram users for keeping up with friends, influencers and brands. Notably, each Instagram Stories post remains viewable for but a scant 24 hours. Unless saved as a highlight, it vanishes forever after that short time. This helps prevent user’s newsfeeds from becoming a cluttered mess.

However, as an advertiser, the ephemeral nature of Instagram Stories postings obliges you to generate a steady flow of content to maintain your visibility. That entails work, but it’s worth the extra sweat: the more you converse with your audiences, the more likely you are to successfully influence them and achieve your aims.

The concept behind Instagram Stories is simple. You snap a picture showcasing your brand or wares, size the image to a maximum dimension of 1080 x 1920 pixels, insert relevant text that includes a call to action, and then hit the “share” button.

Currently, you can trick out your posts with engagement-sparking GIF stickers and videos. You can also add a carousel that presents a trio of images or quickie videos in rotation. You can also set up collection ads. After a user clicks your post’s call to action, he or she will be whisked to your website before making a brief detour to a page displaying an enticing assortment of your products.

I particularly like that Facebook’s Ad Manager function is available for Instagram Stories (no doubt because Instagram is owned by Facebook). I find Ads Manager to be an excellent tool for audience targeting as well as data capture and analysis, so being able to continue using it with Instagram Stories is appreciated.

Great Storytelling Delivers Great Results

My firm’s use of Instagram did not begin this year. We go back with the platform a long way, well before the advent of Instagram Stories. Admittedly, it took about six months of experience running conventional types of ads on the platform before we could claim to have Instagram wired. During that time, we continually tested new and different concepts to figure out what worked — and to understand why it worked.

Our acquired insights from back then remain applicable today with regard to Instagram Stories. Among the most important of these insights: there is a particular type of content capable of generating many views, many website visits and many conversions. The content capable of all this is that which brims with powerful visuals to grab attention and with inspired words to speak deeply to audience needs.

In a nutshell, the creation of winning Instagram Stories requires you to bring to bear the basic elements of great storytelling. Succeed at that and you will have given something of value to the people you’re attempting to influence. In return, Instagram will reward you with value of its own — value to rival even that which you can get from Facebook.  

?How to add Linux to your Chromebook

It’s long been possible to run Linux on a Chromebook. That’s no surprise. After all, Chrome OS is a Linux variant. But, doing it by using either Crouton in a chroot container or Gallium OS, a Xubuntu Chromebook-specific Linux variant, wasn’t easy. Then, Google announced it was bringing a completely integrated Linux desktop to the Chromebook.

Today, with a properly-equipped Chromebook and the bravery to run canary code, you can run Debian Linux on your Chromebook. Here’s how to do it.

This new Chromebook Linux feature is Crostini, the umbrella technology for getting Linux running with Chrome OS. Crostini gets enough Linux running to run KVM, Linux’s built-in virtual machine (VM). On top of this, Crostini starts and runs LXC containers. You won’t see it, unless you look closely, but it’s in those containers that your Debian Linux instances are running.

Eventually, anyone with a newer Chromebook will be able to run Linux. Specifically, if your Chromebook’s operating system is based on the Linux 4.4 kernel, you’ll be supported. But we’re not there yet. It’s also possible that older Chromebooks, running Linux 4.14, will be retrofitted with Crostini support.

Officially, you need a Pixelbook, Google’s top-of-the-line Chromebook, to run Linux. But, users have found a dozen other models can run Crostini with half-a-dozen others expected to be supported soon. Chromebooks that can already use Crostini include newer Intel-powered Chromebooks from Acer, Asus, HP, Lenovo, and Samsung. Dell models will start getting supported later this year.

I used my best-of-breed Pixelbook with its 1.3GHz quad-core Intel Core i7-7Y75 processor, 512GB SSD, with 16GBs of RAM for my tests. This is the fastest Chromebook on the market. It’s not cheap, at a list price of $1,399, but it’s worth it if you want to push Linux on the Chromebook’s limits.

Once you have the hardware you need, you must switch your Chromebook from the stable update channel to the dev channel. This is alpha software and it updates about once a week. Let me make this absolutely clear: This is not stable software. It will blow up at times. But, faint heart never won fair technology discoveries.

This is a bigger decision than it looks at first. You’ll lose all your local data if you try to go back to the stable, or even beta, channels. With a Chromebook that’s not much of a problem since most of your data and settings are kept on the Google Cloud, it’s still worth keeping in mind.

If you want to wait and be safe, Crostini support is expected to enter the stable channel with Chrome OS 69 in mid-September.

To make the switch to dev, take the following steps:

  1. Sign in to your Chromebook with the owner account.
  2. Click your account photo.
  3. Click Settings.
  4. At the top left, click Menu.
  5. Scroll down and click About Chrome OS.
  6. Click Detailed build information.
  7. Next to “Channel” click Change channel.
  8. Pick a channel.
  9. Click Change Channel.
  10. Your Chromebook will download the dev channel update. It will then ask you to restart your Chromebook.

Once that’s done, if you’re not using a Pixelbook you may need to set a Chrome flag to access Linux. You do this by entering: chrome://flags on the Chrome browser’s address line. This command displays all of Chrome’s experimental features. Scroll down the list until you find:

#enable-experimental-crostini-ui

Activate this, and your system may be ready to go. I say “may” because to run Crostini your Chromebook must not only be on the dev channel, but Google must also have enabled the Linux VM for your hardware.

The easiest way to confirm that a particular Chromebook works with Linux is to follow the above steps and then open Chrome OS’s built-in shell, crosh, and run the shell command:

vmc start termina

If you get a message such as “ERROR: command ‘vmc’ is not available”, you’re out of luck. But, if you see a terminal, congrats, you’ve just found a new Chromebook that’s Linux-ready.

Next, head to Chrome OS settings (chrome://settings), scroll down to to “Linux (Beta)” and activate it.

Now, open the app switcher by pressing the Search/Launcher key and type “Terminal”. This launches the Termina VM, which will start running a Debian 9.0 Stretch Linux container.

Congratulations! You’re now running Debian Linux on your Chromebook.

From here you can install and run programs using Debian’s normal software commands. For example, to update my new Linux system and install the lynx web browser, I’d run:

$ sudo apt-get update

$ sudo apt-get upgrade

$ sudo apt install lynx

Crostini Linux running Lynx

With Crostini, you can now run Linux and Linux applications, such as Lynx, on a Chromebook.

sjvn

While you could install pretty much any program on your new Linux instance, I gave a shell-based program example because accelerated graphics and audio aren’t working yet. So, while you could install Cinnamon, my favorite Linux interface, or Steam for games, it’s not fast enough even on a maxed out Pixelbook to be that enjoyable. Not yet anyway.

In addition, many graphics-based programs, such as the photo-editor Gimp, won’t run yet on Crostini. Give it time to mature before trying to get too fancy with heavy graphics software.

Soon, though, Linux and Chrome will be a matched pair. Come that day, I see high-end Chromebooks becoming the laptops of choice for developers.

In the meantime, if you want to do more with Linux and Chromebook, check out the excellent Reddit Crostini Wiki. For up-to-the-minute hands-on information about Crostini, its parent Reddit forum is the best resource on the web.

Enjoy!

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My Fellow Americans: We're Really Bad at Vacations. Here's How to Fix It

And even if we do set aside the time and actually get away, a new survey says we’re just as likely to spend a significant amount of time glued to our phones, and checking tabs on our jobs back at home.

I can’t really blame us. We have one of the lowest rates of unemployment in history, coupled with some of the highest anxiety we’ve ever seen. We become workaholics not by choice so much as by habit.

And we live in a society that ultimately determines our value by how much value we contribute. And we even shame our fellow workers who actually take time off.

The thing is, nobody can keep this up forever. And that’s the entire point of a vacation to begin with.

So my fellow vacation-deprived Americans, I encourage you to buck the trends.

The survey about vacation attitudes from Alamo Rent A Car–I guess they’re into this because lots of people rent cars on vacations–says a majority of Americans simply can’t disconnect when we’re supposed to be disconnecting.

  • 59 percent of workers “say they put pressure on themselves to work during family vacations; most (57 percent) say they do this because they don’t want to come back to a mountain of work.”
  • Half of workers say they feel guilty about taking vacations because coworkers have to fill in for them–regardless of whether the coworkers actually express any animosity.
  • And a small, shrinking percentage of Americans say therefore that they’re able to “completely unplug’ from work while they’re vacationing: only 37 percent in 2018, down from 53 percent the year before.

There’s a lot of interesting other data in this survey, including that more families ranked “exploring new destinations together” this year as the most important vacation goal, while about 14 percent fewer people this year than last said they thought “spending quality time together” was most important.

One clue as to why: the huge swath of people (roughly 37 percent) who said they can’t imagine paring down their use of social media during vacations.

My friends, we need to find a way to cut things off. Even for just a few days, if that’s all that’s practical.

Otherwise, you wind up being part of perhaps the most striking statistic in the survey: the vast majority of families interviewed (85 percent) who said they feel like they need time to “recover” after taking a vacation. 
 

Uber CEO on Gender Discrimination Investigation: ‘I Take Sole Responsibility’

Dara Khosrowshahi spent his first months as Uber’s new CEO apologizing — a lot. He apologized to London for Uber’s “mistakes” involving its aggressive expansion there; he apologized to the public after revealing that Uber hadn’t disclosed a 2016 hack; and more broadly, he apologized for his predecessor’s missteps.

Now, Khosrowshahi is nearly one year into one of the most high-profile turnaround efforts in tech. Some things have changed, but the lingering cultural problems remain.

Today, it was revealed that Uber is facing a federal investigation over alleged gender discrimination. During an all-hands employee meeting this morning, he had planned to complain about such leaks, but he ultimately decided against it.

“Sometimes it takes a punch in the face to see things clearly,” he said at Fortune’s Brainstorm Tech Conference in Aspen, Colo., on Monday. “This was one of the moments for me. This was a rough week, but it was incredibly motivating.”

Below is a roundup of the comments he made at Fortune’s conference:

On fixing Uber’s culture:

Shortly after taking charge at Uber, Khosrowshahi asked employees to submit ideas for a new set of corporate values. The crowdsourcing effort resulted in the company’s eight “cultural norms,” including one that states: “We do the right thing. Period.”

But changing culture is easier said than done. Uber is being investigated by the U.S. Equal Employment Opportunity Commission following a complaint about gender discrimination. That followed last week’s exit of Uber’s HR chief, Liane Hornsey, who resigned after claims that she ignored allegations of racial discrimination. Adding to the fire, on Friday, it was reported that Uber’s chief operating officer, Barney Harford, had made allegedly insensitive comments about women and minorities.

Khosrowshahi responded to the steady drip of bad news on Monday by saying: “We take very seriously anything having to do with anyone, but especially with our senior officers. We’re not going to run a process through the press, we’re going to run a process the right way.”

When asked if Harford’s job is safe, Khosrowshahi was non-committal, saying “it’s too soon” to tell.

On the planned IPO:

Khosrowshahi has been vocal about plans to take Uber public in 2019, saying that the company is in a “good position” in terms of its profitability, excluding certain expenses, and margins. However, Uber hasn’t had a chief financial officer since 2015—a glaring hole for a company planning an IPO—and a loss of nearly $4.5 billion last year.

At Brainstorm Tech on Monday, Khosrowshahi said he doesn’t think Uber needs to be profitable before going public, but that there should be a very clear path to profitability.

“I don’t want to be dependent private, public, or any markets to fund the business expansion in front of us, so I look at cash before profits,” he said, referring to being cash-flow positive, a popular measure that indicates a company’s liquid assets are increasing, allowing it to settle debts and pay expenses. “But over a period of time, it is absolutely important for the business to be profitable.”

On self-driving cars:

Last week, Uber laid off nearly 100 of its self-driving car safety operators in Pittsburgh following a fatal crash in Tempe, Az., in March. The company is re-evaluating its autonomous car strategy, and it reportedly has plans to create 55 new positions called “mission specialists,” which will require more technical expertise than the eliminated positions, for autonomous vehicle testing.

At the conference on Monday, Khosrowshahi spoke about the importance of building autonomous vehicle technology in-house while also partnering with third-party companies. “I believe in the early days of development of self-driving technology, it’s important for us to guarantee access to that tech,” he said. “We will be completely open, however, to working with other self-driving tech partners.”

On e-bikes and scooters:

Uber recently acquired dockless e-bike service Jump Bikes (formerly known as Social Bicycles) for a reported $200 million. The purchase lets Uber expand into an urban mobility company, a catch-all phrase for many kinds of transportation.

Khosrowshahi re-emphasized that commitment on Monday, saying that travel within cities will change radically in the next five to 10 years. “It’s a huge opportunity,” he said about e-bikes and scooters.

On Uber’s global expansion:

It’s no secret that Uber has exited from some international markets. It sold its Russian, China and Southeast Asia businesses to local rivals while doubling down on its core markets. Earlier this year, Uber’s largest shareholder, Softbank, said the company should focus on regaining market share in the U.S. and growing in key European markets rather than putting resources into emerging markets.

Khosrowshahi has denied that Uber may exit Southeast Asia and India. And at Brainstorm Tech, he added more context about that strategy.

“We wanted to be in the geographies that we thought we could win in,” he said, adding that India, the Middle East, and Africa are key markets for Uber. “I don’t think, at this point, we’re spread too thin. We can not only win those markets, but we can also make bets on technologies like scooters and e-bikes.”

Can Blockchain Eliminate The Myth Of The Starving Artist?

How can artists get paid for the value they bring to society? It is an age-old, vexing question, one that artist and entrepreneur Beatriz Helena Ramos hopes to reinvigorate through Dada, the visual conversation platform she launched in 2014 with fellow artist-technologists Yehudit Mam and Abraham Milano. Dada is a cross between a marketplace, an art project, and a technology startup—a uniquely hybrid status that may well be the key to redefining success for artists in the digital age.

Beatriz Helena RamosCredit: Victor Jeffreys III

Dada was conceived as a social network where people can speak to each other in drawings rather than words. More than merely a drawing platform, it is Dada’s conversational quality that fosters moments of real magic among users: “You fall a little bit in love with everybody that responds to you,” said Ramos. “You feel like they’re listening to you. Not just to what you’re putting into a drawing conceptually—but what you’re not even aware that you’re putting out there, or the subconscious.”

With more than 150,000 users worldwide, Dada has done the seemingly impossible in the digital age: scaling intimacy. At this point, a typical trajectory for a tech-enabled social network looking to monetize might be to go the way of Facebook and introduce income-generating features like ads to the platform. The risk, of course, is such a move might degrade Dada’s impossibly beautiful sense of community—”our ace card,” is what Ramos calls it.

The cost of maintaining a technology platform at scale means an arty project like Dada is unheard-of on the internet. In its early years, Dada’s full time staff of four to five have mostly had to forego salaries to keep the platform alive. While looking for a sustaining way to generate income, Ramos became inspired by increasing excitement in the tech world over decentralized applications—a new type of software that is not deployed by any single individual or company, and makes use of consensus mechanisms like blockchain to store information. Ramos believes the key to empowering artists is for them to retain intellectual property rights to their works, something blockchain is uniquely capable of enabling.

Dada visual conversation with users Bea (USA), Cromomaniaco (Chile), Otro (Chile), Lorena Pinasco (Netherlands) and Serste (Italy)Credit: Dada

On a hunch, Ramos and her team decided to set off on the lesser-known path of turning Dada into a blockchain-enabled marketplace in which the drawings generated on the platform could be bought and sold using cryptocurrency. By that time, the team had earned a place in the 2017 cohort at Matter, an accelerator for early stage media companies (disclosure: I was a mentor at Matter the previous year), which provided a fertile ground for quickly implementing these ideas. “What we saw in Bea was one of the most creative, scrappy, accomplished, crazy visionary founders that we have ever worked with,” said Corey Ford, Matter’s Managing Director.

The concept of partial ownership of an artwork has little weight in the art world because it has been historically unfeasible to track the sale and resale of a work of art and there is no mechanism to ensure a percentage of that profit is funneled back to the artist in an efficient and transparent way. A recent study by NYU Steinhardt assistant professor Amy Whitaker shows the dramatic result if an artist like Jasper Johns had been able to retain a 10% ownership stake in his own art works. As the price for his work increased with his increasing reputation as an artist, each resale of his works would have resulted in significant additional income for Johns in his lifetime.

When associated with a cryptocurrency, the partial ownership model to artistic creation is extremely easy to implement using blockchain, because digital works can be “signed” and tracked so every sale and resale results in an automatic partial payment to the originating artist. By October 2017, Dada had added a new type of user to the platform—the collector—and released “Creeps and Weirdos,” a collection of limited edition digital drawings generated exclusively on the platform which were signed and available for purchase in the cryptocurrency Ethereum. Last May, Dada received an investment from ConsenSys Ventures, the investment arm of ConsenSys, a global consultancy that specializes in building decentralized applications on the Ethereum blockchain, to build out a fully integrated marketplace.

Visual conversation in Dada, with users Massel (Peru), Boris Toledo Doorm (Chile), Serste (Italy), Alex Henry (USA), and Bea (USA)Credit: Dada

Equal parts artist and entrepreneur, Ramos has been successful by most measures. She has has worked with large companies like Disney, MTV, and The New York Times, has directed over 100 commercials for some of the biggest brands in the world, and eventually built out her own animation studio with offices in Brooklyn and Venezuela. The balance has often been an uneasy one: “I’m what I call an unconscious capitalist, because I have companies and employees and clients and all of that—but I’m actually an anarchist, a social anarchist, in my soul.”

If Dada’s marketplace model succeeds, a small percentage of each purchase transaction would funnel back to the platform, ensuring it can sustain itself indefinitely, and vindicating Ramos’ iconoclastic vision of artist empowerment above any corporate, political, or advertising interests. It also promises to create revenue for Dada’s artists while maintaining the beauty and authenticity of its user interactions. The most important thing, Ramos is careful to emphasize of this new phase, is to figure out how to inject money into the Dada creative ecosystem without destroying the magic.

An uneasy mix of money and magic

With the investment from ConsenSys, the Dada team are now looking to design and implement a custom cryptocurrency—a DADA coin—that would form the underlying unit of value for Dada’s marketplace. Artists can earn DADA coins for their creative activities on Dada, and might then be able to trade DADA coins for real money. “To me the opportunity here is can you create a whole new economy, a completely new business model that hasn’t been done before—and that’s what we’re going for,” says Ramos.

Dada visual conversation with users Boris Z Simunich (Peru), ALE MT (Colombia) and Cromomaniaco (Chile)Credit: Dada NYC

In designing the DADA coin, Ramos sees the challenge as: “Can we issue a cryptocurrency where the economic system is based on our values, where the values are collaboration and collective ownership?” She points out that overly simplistic ways of modeling such a system—for example, directly tying the value of a work of art to its market price—undermines some of the more ephemeral incentives of artistic creation, like community and conversation.

Value and values

How might an ideal economy for artists actually work? “Art is similar to innovation,” says Ramos, “where you have to do a lot of experimentation.” The trick is to foster an environment where artists can create and experiment freely, independent of financial or political pressure, and yet somehow derive income in a passive way from the value that experimentation brings to society.

What happens if one drawing on Dada sells for 10 cents, while the drawing it was in response to sells for $1 million? This type of relative inequality happens all the time in traditional artistic ecosystems, where artists might frequent various creative communities for inspiration and cross-pollination, yet each artist generates income individually. On Dada, each drawing is displayed, literally, next to the drawing that inspired it, making the value of artistic inspiration explicit in an intriguing new way. The question remains: can this type of value actually be quantified and rewarded?

Dada Visual conversation with users Marta (Chile), Bea (USA), Otro (Chile) and Cromomaniaco (Chile)Credit: Dada

PSN Down Again: PS4 Server Problems Persist

PlayStation Network.Credit: Sony

Update: All services are currently listed as up and running, which is a good sign.

This morning, it seemed like the PlayStation Network’s server problems from yesterday had largely been resolved. The PSN Status page was reading all green, and from what I could tell chatter on social media had receded to more or less usual levels. A few hours ago, however, things appeared to start back up again. PSN appears to be down for many once again, and the PlayStation Network status page is once again listing problems with Gaming and Social features, making it so some players aren’t able to play at all. Here’s what PlayStation support had to say on Twitter:

Not all that specific, but intermittent problems over the course of 24 hours, including what appears to be a full outage for many people, is bad news. It’s particularly bad timing because Fortnite: Battle Royale just released its big Season 5 update yesterday, and it has a way of generating a lot of hype as one of the biggest games on the planet. Fortnite had its own server problems last night, but developer Epic Games had them resolved in a few hours.

According to the status page, these issues are limited to the PS4, though that’s little comfort considering it’s by far Sony’s biggest platform. Consoles today are more or less always-online, despite some uproar over the idea towards the beginning of the generation. That means that not only are multiplayer games affected by outages, a lot of single-player games could wind up missing key features or even being unplayable, as well. Most multiplayer games also require players to buy a yearly PSN+ subscription, and that price puts extra pressure on these services to stay up. Social media is…not happy.

We’ll keep you posted as the situation develops, but the weekend is coming and plenty of people are getting off of work or out of school, ready to get in on some Fortnite. Hopefully, PS4 users will be able to join them soon enough.

Tesla May Be Seeing Limited Demand For Its Current Production

Two weeks ago, Tesla changed its policy on allocating Model 3 sales to reservation holders. Instead of inviting reservation holders to configure their cars and place a firm order based on their position in the reservation queue, Tesla (TSLA) opened the “Model 3 design studio” to all reservation holders in the USA and Canada.

I interpreted this as a sensible move by Tesla. Opening the system to all reservation holders provides Tesla with firm data for orders and allows them to schedule production more easily. It is also a necessary move if they want to load the sales of the more expensive options into Q3 to help fulfill Elon Musk’s prediction of a GAAP profit.

However, on July 9th, Tesla opened the Model 3 design studio to all prospective buyers, irrespective of whether they had a reservation. Orders can now be placed for a Tesla Model 3 by paying a $2,500 non-refundable “order processing fee.” New buyers pay only $2,500 whereas reservation holders pay a total of $3,500 (including the initial $1,000 deposit) to order a Model 3. News of this move on SA has attracted several comments and much speculation about the depth of Tesla’s order book.

I see this latest move as an indication of a poor response to the earlier move, and an indication that Tesla does not have enough firm orders for the long-range RWD Model 3 to sustain production through the rest of 2018. If Tesla has to start making the lower priced Model 3 variants to sustain production in Q4, this will have a negative impact on Q4 revenue and profits (or losses).

The graph below shows daily configurations reported to a survey on the Tesla Motors Club website:

The graph shows a spike in configurations on June 26th and 27th when orders were opened up to all reservation holders, which quickly fell to only a dribble of configurations after the first four days. The total number of configurations is quite a bit lower than the totals for March and April.

However, this does not show the full picture because Tesla also opened up orders for the AWD and Performance options. The graph below is filtered to show only the configurations for the long-range RWD option, which Tesla is currently producing:

The number of reported configurations since June 26th is only about 15% of the number of configurations reported between the last week of April and the end of May (cars that would have been delivered in Q2).

Of course, there may be some bias in the results. People who enter data in the TMC website spreadsheet are more likely to be Tesla fans who lined up on the first day to make reservations. Now that configurations are open to everyone, the proportion of people filling in the spreadsheet may have dropped.

Let’s take a look at what has happened to the most recent configurations.

Over half of the reported orders have already been given a VIN and almost half have been given a scheduled delivery date. Almost all of those scheduled delivery dates are in July, and Tesla is still allocating dates with nearly three weeks left in the month. It appears, based on those buyers who have entered data into the TMC spreadsheet, that those who have ordered a long range rear-wheel drive Model 3 will have their car by the first week of August.

The TMC spreadsheet is a small sample (about 5% of all buyers) but there is no reason why it should not be a representative sample in this case. The only logical conclusion is that Tesla is running out of firm orders for the long-range RWD Model 3.

It is possible to argue that most reservation holders are waiting for options that are not yet available (standard trim, short range battery, white interior etc.). However, that would not account for anywhere close to the lack of orders that we see here.

It is also possible that reservation holders are delaying their purchase until Tesla resolves some of its quality and service problems. Some buyers may be holding off because they don’t want to get one of the cars that were made during the big push for 5,000 in the last week of July.

In any case, the lack of response to the opening up of Tesla’s order book should be a concern to investors.

What does this mean for Tesla financials?

The anticipated capital influx

Some analysts have speculated that Tesla will have a large influx of capital from the $2,500 non-refundable “processing fees.” One analyst even went so far as to estimate a figure of $1 billion assuming that all 420,000 reservations have been converted to firm orders. I don’t think that will happen. I believe, based on my conclusions above that Tesla will only take in enough “processing fees” to cover the Q3 production.

In fact, there may be a spate of cancellations, since buyers can now cancel, get their $1,000 back and order a car next day for a total down-payment of $2,500 instead of $3,500. We may see a capital outflow instead.

The effect on Q3

During Q3, Tesla will be building a mix of rear-wheel drive, all-wheel drive and performance variants, all with long range batteries. I expect production of AWD and Performance to start in August with first deliveries in mid-August. (I base that on the earliest reported delivery date for an AWD being August 18th)

Tesla has reduced the price of the AWD option from $54k to $53k, and the performance version is now available starting at $64k, versus a previously announced $78k. There are indications that sales of those options have increased since the price change, particularly the performance option. However, I will leave that analysis for another article.

Assuming 420,000 reservations, 30% choosing AWD or performance options, 60% in the USA or Canada and 50% converting to firm orders, Tesla would end up with 38,000 orders for the AWD and Performance options. If they make 5,000 per week for the last 8 weeks, along with the RWD cars they are making in July, there will be enough orders to fill the Q3 production plan.

Lack of firm orders for the long range RWD variant will therefore only have a minor impact, if any, on Q3.

The crunch will come in Q4

After completing all of the orders for the AWD and performance variants, Tesla will be facing a dilemma. Do they open orders up to overseas buyers and have some US customers lose out on the full $7,500 FIT credit, or do they start making the lower-priced variants, which Musk has told us he cannot afford to make right now?

In any case, expect a huge drop in average selling price and margins for the Model 3 in Q4, which means that any small profit they manage to eke out in Q3 will almost certainly be reversed in Q4.

Disclosure: I am/we are short TSLA.

I wrote this article myself, and it expresses my own opinions. I am not receiving compensation for it (other than from Seeking Alpha). I have no business relationship with any company whose stock is mentioned in this article.

Additional disclosure: Short via long dated puts

Medicare May Soon Pay Doctors For Diagnosis Via Text Message

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Medicare may soon pay physicians for evaluating patient illness and ailments via text and other digital means, the Trump administration announced Thursday.

In an effort to reduce paperwork and “increase the amount of time that doctors and other clinicians spend with their patients,” the Centers for Medicare & Medicaid Services proposed new rules to improve quality and lower costs by allowing doctors to be paid when communicating with patients via more modern technologies.

“CMS is committed to modernizing the Medicare program by leveraging technologies, such as audio/video applications or patient-facing health portals, that will help beneficiaries access high-quality services in a convenient manner,” CMS administrator Seema Verma said.

As part of the newly proposed 2019 physician fee schedule, the Trump administration is proposing to advance “virtual care” as many other commercial insurers have already done, allowing doctors to bill for texts and telehealth consultations. Commercial insurers Aetna, Anthem, UnitedHealth Group and Blue Cross plans are already working with telehealth companies including Teladoc, American Well and MDLive so reimbursement for treatment via digital health has taken off in the private health insurance sector.

By allowing doctors to bill Medicare for a text, it could cut down on an unnecessary and more expensive trip to a hospital emergency room or help a patient save time and money by making an unnecessary trip to the doctor’s office for something that can be treated or evaluated remotely. In a conference call with reporters Thursday, Verma cited the use of Skype as one example where a physician could be paid for evaluating and consulting with a patient.

The following provisions are proposed in the 2019 physician fee schedule that would allow Medicare to:

Before the proposal can be implemented, it is open for public comment. But Verma believes it will go over well among physicians and their patients.  “Physicians tell us they continue to struggle with excessive regulatory requirements and unnecessary paperwork that steal time from patient care,” Verma said.

Public comments on the proposed rules are due by September 10, CMS said.

Starting "Next For Me': Always Be Publishing

In the previous articles in this series I wrote about the beginnings of my company ‘Next For Me.’ From inspiration, collaborators, the law, broadcasting, money, conversion-ing and the company as a movement. Then a family emergency caught me off guard. We got introduced to just the right venture capitalists. I moved to a tiny office and acknowledged the lonely days of startup-land. We’ve started talking to and analyzing our audience needs and worked on our brand architecture. With some guidance we launched our decision to go forward to raise an angel round and how we updated our pitch deck. Then, we simply had to wait and see what would happen with an investor.

Next For Me publishes a weekly newsletter for 50+ audiences. We host events across the country to discuss work, our communities, and what’s next.


Keep On Publishing. (AP Photo/Thibault Camus)

Through a mentoring program with the nonprofit StartOut, I’m working with a firecracker named Steve.

I’m telling you this cat Steve is on fire. He’s pulling together the biggest deals for a big San Francisco tech company. We meet by phone every two weeks and yet have never met in person. He’s all business and I appreciate that in the exchange. But he is intense.

He’s also full of young me-ness, so I know where he’s coming from. Having been a young star myself, the world doesn’t always welcome you and your big sense of self.

So it was no surprise that he has a nemesis. This guy takes credit for his work, tries to undermine him and makes it generally unpleasant to work there. Those kind of downer people can really take the wind out of your sails. And you can’t always turn those situations around. If you can, your heart may be out of it by then. So, we’re agreed that he’s moving on.

He’s interviewing at all the usual mega-unicorns and they quickly see a talent they could use. He’s got this covered. Steve is confident, has the numbers to prove his value and I imagine presents well. You should see his polished LinkedIn profile picture.

And still a Google search on him shows little about his expertise. What will his next advocate find out about him beyond a good interview? Why is he exceptional? He has to change that by writing about what he does.

He’s working on a case study on his big win at the company. My challenge for him was to write another story with more about the process. Why are you the best at this? Break it out into a series of stories and publish something soon. It takes years for some of these things to find their way onto a search engine.

He’s agreed that if he wants to position himself as an expert in his field that he needs to always be publishing. We’re working through some articles together. My guidance is to get something up and then scramble to make it great. But get something out there.

Always Be Publishing

This theory is behind how we get the word out for Next For Me. Some of this may be obvious but it is worth repeating as a blueprint to keeping the awareness moving.

First of all, we are a publisher. We have our own platform via our website. Those stories are assembled with summaries into our weekly newsletter with links back to the full stories. Yes, that makes sense and is what you would expect us to do. But that is just the tip of the iceberg.

Each story is then summarized with a link back to our Facebook page. This is a separate audience that has ‘liked’ our page and may not necessarily be subscribers to our newsletter. Each ‘like’ and share propels the story to their networks and so on. Facebook’s ever-changing algorithm

We also create a video and podcast for each newsletter which also gets published to the Facebook page as well as to podcast networks and our YouTube channel. The video is not a highly polished video, but is representative of what we’re talking about each week.

Our co-founder Drew Domkus has been publishing podcasts and videos since the early 2000s. In fact he’s even in the ‘Podcast Hall of Fame.’ This is all second nature to him. I’m starting to see the benefits of these succinct audio and videos through expanded interest from other the channels. Essentially he reads (in a smooth broadcast voice) brief summaries from our newsletter for the podcasts, then takes that audio and adds some simple video for YouTube and Facebook. Facebook readers love video.

Every story and every newsletter is automatically published to our Medium profile too using a WordPress plugin. Medium has an entirely different audience, probably better suited to our fundraising and entrepreneurial networks. While we have a small audience on Medium, I have a larger audience so my interactions with our stories are exposed to my network and then it begins to spread again.

On Twitter we have a small but growing number of followers. We push out quotes and snippets from our stories with links back to our stories. Twitter is also a great tool to post articles that fit with our brand and are related to news of our mission. We also follow and retweet from important leaders in the movement. You’ve got to give love to get love.

LinkedIn is upping their game as a publishing platform since they were acquired by Microsoft. Again, our LinkedIn page is just beginning to have an audience. We publish to it (manually) and share it on our own feeds. I’ve had a LinkedIn profile since the 90s and have a network of 2,400 connections. When I share our posts we get broad exposure and good pickup. I will often republish our stories there as separate articles on LinkedIn.

It’s also worth noting that my LinkedIn profile has been honed to be very specific to what I’m  doing. The photos I use and language are very succinct extensions of me as the Next For Me brand. I use LinkedIn extensively to connect with partners or people who could help us along. When they come to my profile or see the small snippet referenced in a ‘like’ or post, there is no question about what I’m up to.

On Forbes, yeah here, we get the SEO juice of a credible, high volume website. Partnerships have happened because of what I write here or at least reinforced what we’re doing in those conversations. I’ve taken the approach to document everything we’re doing and why we’re doing it. If a prospective investor wants to really understand who we are and how we operate they have to look no further. The added benefit is that it forces me to articulate our plans and consider what we’ve done. Writing it down illuminates it in a way that just barreling through doesn’t.

Evergreen and Atomized

Finally, we’ve been writing and writing and writing. Within every paragraph is an atomic piece of ‘content’ that can be used to get someone’s attention in a post on one of the platforms above. We don’t have to always be publishing new things, just repurposing what we’ve already created. Same goes for our articles. They can be published again too.

I’m of the belief that you can’t post enough. People miss your posts, subscribers miss your newsletters. We are at the will of constantly changing algorithms. While it might seem that you are flooding your audiences, the chances are slim they will see much of what you put out there.  All of this gives us a much larger footprint online. The perception of the size and breadth of our company is made larger.

Just as I guided young Steve to invest in what people find when they search for him online, there is no question about who we are if someone searches for us, because we are everywhere.


Previous articles in the series:    Starting Next For Me