Archive for June 2006

Krugle – search engine for code, open source projects search

June 30, 2006

Krugle ( is a search engine which provides search for code, open source projects and also comments. Before pressing Google, do a Krugle 🙂


Mobile Payment

June 28, 2006

RedHerring has an interesting interview with Mark Friedman, Peppercoin.

Mark explains nice business case behind Mobile payment

One of our merchants is Duncan, the world’s leading provider of onscreen parking solutions. They’ve got 60 percent of the U.S. market. One of the capabilities that we enable for Duncan is a mobile payment for motorists.


“Let’s say you parked at a Duncan parking meter using your credit card. You paid for two hours of time an hour and 15 minutes ago, and your meter is about to expire. What we enable is you get an SMS [short message service] text message sent to your phone before the meter expires.


By hitting the right combination of keys on your mobile device, you can top up the meter remotely and it’s charged to your credit card. That’s an interesting example of mobile payments.”

To the quesiton : How do you see yourselves evolving?

Mark Friedman says :


First we evolved from micropayments, which you would define as $5 and under, to small payments of $25 and under. The reason we did that is because in discussions with card associations like Visa and MasterCard, and the large banks, they were all putting together strategic initiatives at the $25-and-under market, the small-payments market, and they needed a cash replacement. That’s how we evolved.


We built up a capability that not only allows us to do the online market, but more importantly, allows us to get to mobile and the biggest market, which is the point-of-sale market. Our approach today is to offer a hosted service to merchants that we extend into the payment system.


But what we really want to do is license our technology to the banks and the payment companies so they can offer this capability directly and run it themselves. Our biggest competition is the build vs. buy decision that the banks and payment companies will face.

Adobe Flex 2

June 28, 2006

Adobe is all set to release Flex 2, which makes easy to develop Rich Internet Application. Good news : Flex has AJAX, so application developer can create excellent web app utilizing Flash richness and Ajax style.

More on Flex,

Flex Community :

Adipt team has been involved in exploring RIA and we are about to release our presentation and whitepaper on various RIA technologies to the community very soon.

Internet Market Research Companies

June 17, 2006

Here are some prominent market research companies (some are India specific) providing valuable internet and e-business related reports, market statistics and consulting services.

As we know, we will be adding to this list. Suggest if you know more, thanks.

Power of Community portal : MySpace

June 14, 2006

TechCrunch has an excellet article on MySpace.

MySpace has 75 million users, 15 million daily unique logins, is growing by a massive 240,000 new users per day, and is generating nearly 30 billion monthly page views.


MySpace started as a community/social networking hub has become a phenomena of its own! Recently MySpace also tied up with SimplyHired (through common venture partners) to allow community to search within the community.

The future definitely belongs to "community oriented" market place, for instance Yahoo has added Flickr, Yahoo answers and Blog, etc to create unique place for community. The success of Flickr, YoTube and recent plan of BBC to convert its website to fully community oriented site proves that community drives marketplace.

New Product Adoption

June 14, 2006

Gourville, John T writes "Eager Sellers and Stony Buyers: Understanding the Psychology of New-Product Adoption." Harvard Business Review 84, no. 6 (June 2006).   

Abstract: Companies that introduce new innovations are the most likely to flourish, so they spend billions of dollars making better products. But studies show that new innovations fail at a staggering rate. While many blame these misses on lackluster products, the reality isn't so simple. The goods that consumers dismiss often do offer improvements over existing ones. So why don't people purchase them? And why do companies keep peddling products that buyers are likely to reject? The answer, says the author, can be found in the brain. New products force consumers to change their behavior, and that has a psychological cost. Many products fail because people irrationally overvalue the benefits of the goods they own over those they don't possess. Executives, meanwhile, overvalue their own innovations. This leads to a serious clash. Studies show, in fact, that there is a mismatch of nine to one between what innovators think consumers want and what consumers truly desire. Fortunately, companies can overcome this disconnect. To start, they can determine where their products fall in a matrix with four categories: easy sells, sure failures, long hauls, and smash hits. Each has a different ratio of product improvement to change required from the consumer. Once businesses know where their products fit into this grid, they can manage the resistance to change. For some innovations, major behavior change is a given. In those cases, companies can either wait for consumers to warm to the product, make the improvement so great that buyers get past their apprehension, or try to eliminate the incumbent product. Firms can also make products that are compatible with incumbent goods, seeking out those who are not yet users of the existing product or finding true believers.