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  • Sorry Androids: Jawbone’s Big Jambox speaker gains battery life with iOS 6.1 devices

    One of the best purchases I made recently was a refurbished Jawbone Big Jambox wireless speaker. The sound quality, volume levels and use as a hands-free voice speaker for calls are all fantastic. My speaker is about to get even better though, depending on what device I pair it with: The biggest benefits will come when I stream music from my iOS devices and not those running Android.

    A new software update for the Big Jambox will soon be available on the MyTalk Jambox site that not only provides more stable streaming from an iOS device but also adds another two hours of playback.

    Here’s a rundown of what to expect after the update, per an email I received from the Jawbone folks:

    • Better Audio Experience: New AAC support for iOS 6.1 delivers improved audio streaming with fewer dropouts and interruptions at greater distances.
    • Longer Battery Life: Gain two additional hours of battery life (that’s 17 total hours of playback!) when streaming from your iOS 6.1 device. It’s also less taxing on your connected device, meaning you’ll have more battery life on your paired iOS device too.
    • Synced Volume Control: Now you can control the volume from your BIG JAMBOX or from your mobile device, without having to adjust the volume on both (requires AVRCP 1.4).
    • New Silent Mode: Stream music on BIG JAMBOX without the interruption of voice prompts and tones. Just hold down the ‘Talk’ & ‘Minus’ buttons while powering BIG JAMBOX on to disable all sounds aside from your tunes and calls – BIG JAMBOX will stay in Silent Mode until disabled by holding down the ‘Talk’ & ‘Plus’ buttons while powering on.
    • Performance Improvements: This update also improves the LED response on BIG JAMBOX and brings connectivity for PS Vita for killer mobile gaming audio.

    I’m looking forward to the extra battery life, though all of the new features are welcome. Currently, the Big Jambox is advertised  to provide 15 hours of run-time on one charge, which is plenty, but more is always better as I don’t typically charge the wireless speaker on a regular basis.

    Even though I have access to all of the same music — thanks to cloud storage — on my Android devices as well as my iPhone 5 and iPad mini, I’ll probably start streaming more from the iOS devices after updating my speaker.

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  • Amanda Bynes Skips a Court Hearing, is Still Being Weird on Twitter

    It seems that Amanda Bynes is dedicated to her strange new style and behavior.

    According to an E! News report, the former child star missed a court hearing this week, with the judge granting the actress a continuance. Bynes’ attorney is reportedly waiting on Bynes to sign papers for a negotiated plea deal for the charge of driving on a suspended license.

    Last year, Bynes was arrested in April for a D.U.I., though she claimed she doesn’t drink. Later in 2012 she was charged in a hit-and-run incident and had her driver’s license suspended.

    Since that time, her agent and publicist have dropped her as a client and she has moved to New York. Bynes has now turned to Twitter as her source of publicity, showing off her new cheek piercings and some intense makeup experimentation.

    Bynes is continuing her streak of odd Twitter posts, with cryptic messages and a rather pointed invitation to R&B star Drake:

  • PE-Backed Hilex Poly Buys Clondalkin Biz

    Hilex Poly, a manufacturer and recycler of plastic retail carry out bags and film products, has acquired portions of the North American Flexible Packaging division of Amsterdam-based Clondalkin Group, the company announced. Hilex is backed by Chicago-based firm Wind Point Partners. Terms of the deal were not released. Hilex Poly is based in Hartsville, S.C.

    PRESS RELEASE
    Wind Point Partners announced today that portfolio company Hilex Poly, a manufacturer and recycler of plastic retail carry out bags and film products, has acquired portions of the North American Flexible Packaging division of Amsterdam-based Clondalkin Group. The businesses that Hilex Poly has acquired are Fortune Plastics, Accutech Plastics and Direct Plastics Limited. This transaction will allow the company to continue to diversify its product line, as well as expand its recycling technologies.

    Stan Bikulege, Chairman & CEO of Hilex, stated, “We are extremely pleased to welcome the employees of these companies to Hilex. They have developed a great customer base and bring a tremendous new range of product offerings to Hilex that we will continue to expand. In addition, the progressive work undertaken by Hilex in the plastic bag and wrap recycling market can now be expanded to an even wider portfolio of flexible packaging products. We also appreciate the strong support of Wind Point Partners; they understand the importance of this North American manufacturing sector and are highly supportive of this next phase of our growth.”

    About Wind Point Partners
    Wind Point Partners is a private equity investment firm that manages commitments of approximately $2.5 billion. Wind Point focuses on partnering with top caliber CEOs to acquire middle market businesses where we can establish a clear path to value creation. Additional information about Wind Point is available at www.windpointpartners.com.

    About Hilex Poly
    Hilex Poly, based in Hartsville, S.C., is the nation’s largest plastic bag manufacturer and operates the largest closed-loop recycling facility in the United States. Hilex Poly’s award winning Bag-2-Bag recycling program was the first closed loop recycling program to introduce plastic bag recycling programs at supermarkets and retailers that also rewarded customers with high recycled content shopping bags. Hilex Poly operates the nation’s largest plastic bag recycling plant, located in North Vernon, Ind.

    The post PE-Backed Hilex Poly Buys Clondalkin Biz appeared first on peHUB.

  • DIY 2014 Tundra Now Available – Build Your Own New Truck

    The DIY craze has finally hit the auto industry. For the first time in 100 years you can build your own brand new truck: all you need is some paper, scissors, and glue.

    The best part? This new truck doesn’t burn any gas, won’t ever need any maintenance, and can go wherever you want it to go.

    2014 Tundra Paper Model

    Build your own 2014 Toyota Tundra with nothing more than paper, scissors, and glue. Click for a larger view.

    OK – you caught me. It’s a Tundra made from paper. However, you CAN build one yourself – the template is free. Download it below.

    A Tundra Paper Model?!

    Why not? The 2014 truck isn’t going to be available for a few more months, so this should tie you over until then. As mentioned above, the tools you need to build this truck are:

    1. A pair of scissors or – even better – an X-acto knife
    2. Some simple elmers glue (that really does work best)
    3. A straight edge and a cut surface to cut on (Olfa cutting pads work great)
    4. Some heavy card stock
    5. A good printer (or a couple bucks for printing at your local print shop)
    Paper Tundra model side view

    Off-roading has never been easier. Go anywhere you want to. Click for a larger view.

    The creator of this truck – Jesse of PaperCruiser.com (who we hired to create this just for you) – recommends taking the PDF download to your local print shop (or Kinkos) and having them do the printing for you. Then, just start cutting and gluing.

    If you’d like help with assembly, you can watch this time-lapse video for some tips:

    Click here to view the embedded video.

    How To Get Your Free 2014 Tundra PDF Template

    There are three ways to get your own free template – like us on Facebook, follow us on Google+, or send out a Tweet with a link to this page.

    Give us a Google+1 to Download Your DIY 2014 Tundra

    Send out a Tweet with a link to this page to Download Your 2014 Tundra!

    NOTE: The PDF download is a couple megabytes, so it might take a minute to download.

    Paper 2014 Toyota Tundra model - top view

    This DIY 2014 Tundra comes with a free tonneau cover! Click for a larger view.

    OK…there’s a fourth way, but I really hope that you’ll take a minute to use one of the methods above instead. However, if you click on this link, you’ll be able to download the PDF without liking us, following us, etc. However, if you go this route, we’d really appreciate it if you at least like the page your on using the “like” button below.

    TundraHeadquarters paper model

    If you cheat and use the direct download like, please take a minute to like this post for us. Thanks! Click for a larger view

    Thank you! Have fun!!

    The post DIY 2014 Tundra Now Available – Build Your Own New Truck appeared first on Tundra Headquarters Blog.

  • ElectNext Inks $1.3M

    ElectNext has raised $1.3 million from investors including Brooklyn Bridge Ventures. The company says it aims to provide contextual political data to media properties.

    PRESS RELEASE
    Today, ElectNext announced that they had raised $1.3mm to launch a data, analytics and marketing service to bridge the data gap between politicians, lobby groups, and their constituents. The company provides contextual political data to media properties (Crunchbase for politics) and in turn uses that reach to provide actionable insights for campaign managers. Brooklyn Bridge Ventures led the round.

    Describing it that way, however, makes the story a bit neater than advertised. This business model isn’t how Electnext started, nor was investor interest always this strong. I think there are five key lessons here that put the company in the position to succeed that they’re in now:

    1) Find a lead.

    It’s very fashionable these days of crowdfunding and party rounds to go out, tell a good story to individuals, and piece together a lot of cash from a lot of folks–with no investor in particular really taking any responsibility for advising the company. I had been meeting with Keya and her team months and months before I actually invested–because I liked the space and was impressed by her personally. Yet, the product needed direction and Keya had a lot of questions about how to prioritize her time as a non-technical founder. We’ve been on a schedule of meeting up every two weeks and have worked together to hone the strategy. It’s been a terrific partnership and I’ve been super impressed with her ability to learn fast. She knows campaigns like the back of her hand, but she’s a first time CEO of an internet startup. What’s most important here isn’t that I was around to help–but that Keya has an innate ability to ask relevant questions at the right time. I think it mattered less who the lead was, and more that, unlike a lot of other entrepreneurs, Keya reached out and leveraged the resources she had around her wisely. Her success thus far is a function of her ability to know when and what to ask–and to surround herself with people who can provide her answers.

    2) Fail fast.

    Many startups in the political space have tried the direct to consumer offering–like Votizen and Popvox. It’s a tough slog, and, at the end of the day, it’s tough to gather the audiences and then figure out a business model to support the effort. ElectNext started out along that path, but quickly realized that it would be more efficient to leverage the existing audiences already at major media properties. They left themselves plenty of cash in the bank to pivot and give themselves enough runway to execute the new model when the writing was on the wall for the consumer offering.

    3) Use existing models of success.

    In the poltical data space, information is all over the place, and often inaccessible, even though voters want to be informed and political figures and groups want to get their data out. Media properties gather big audiences, but none of them are quite resourced to solve the data problem. This problem isn’t new. Singleplatform built a $100mm business gathering up menu data for restaurants and augmenting the offering that media properties had–creating a service to merchants in the process. They power, for example, the menus you see in Foursquare–something Foursquare would have been unlikely to gather themselves.

    When ElectNext looked at their strengths, they had great media relationships, disaggregated data, and two sides that wanted better transparency–as well as the interest in making transparency actionable. Same situation. The SinglePlatform team was very generous with their time in helping ElectNext work through it’s model and solidify a base for an attractive offering to all sides. The business isn’t exactly the same, and ElectNext’s knowledge of their space helped them craft a custom offering for their stakeholders, but they started out in a great position because they had seen a similar model work elsewhere.

    Too often, startup try and reinvent the wheels around business models, inventing completely new things that have no proxies for success in other areas. That limits who you can learn from and seems incredibly risky, versus porting over something that worked in another sector and making it fit for what you’re doing.

    4) Keep up with the investors you meet, even when they turn you down..

    Sometimes, you can tell when an investor genuinely has interest in you as a team, but just can’t get their on the model. This happened to ElectNext. Everyone seemed to be very impressed with their team, but a lot of people didn’t love the consumer offering. When the company pivoted, they solidified their offering, got some key proof points, and had continued warm enough connections to investors they had met previously to reapproach people. Almost overnight, investors jumped on board with the new model. The key here is that the change in the company was real. It wasn’t just a slight tweak. It was a definitively different approach–one they committed to before necessarily waiting to hear what investors thought.

    5) Go find the customer money.

    The driving force behind ElectNext’s consumer to B2B pivot was the thought of “What will customers pay for?” The aim was to create a real business and so they sought out ways they could provide real value to paying customers. They stayed in constant contact with key customers and built up a network of “friendlies” that could give them back channel feedback on what would appeal and what wouldn’t. This helped them hone their offering.

    If you’ve got interesting political datasets, work for a media organization that covers politics, or you’re running communications and/or social media for a government official, candidate or lobby group you should reach out to Keya at [email protected] to find out how you can work together.

    The post ElectNext Inks $1.3M appeared first on peHUB.

  • Facebook Tests Pre-Graph Search Era White Search Box

    Facebook appears to be testing a new look for the search bar that more closely resembles the old white search box of old, as opposed to the box-less blue bar of the new Graph Search.

    Those who have been switched over to Graph Search since Facebook launched the product back in January have probably recognized that the search box at the top of the page isn’t really a search box. It’s simply the words “search for people, places, and things” imposed on the blue bar.

    This test puts the white search box back into the picture, while still maintaing the Graph Search functionality.

    Like any Facebook test (and there are a lot going on at any given time), one can only speculate as to the company’s motivations behind it. Is Graph Search adoption falling short of Facebook’s expectations? Is it possible that the new Graph Search look isn’t prompting people to search – because it doesn’t really have a defined search box?

    Maybe they’ve simply received some feedback that this new look is more aesthetically pleasing.

    Either way, this appears to be a small test. We’ve reached out to Facebook for confirmation and will let you know when they get back to us.

    And yes, we know that some people still don’t have Graph Search yet. These people still see the newer search bar, but without the Graph Search functionality. Graph Search, like the new news feed, and like the new Timeline, is being rolled out very slowly. Facebook says they want to get it right.

  • Samsung’s Platform Play Likely More Valuable As A Bargaining Tool, Analyst Suggests

    android-samsung-crush

    When Samsung revealed its new Galaxy S4 flagship smartphone, it literally did a lot of song and dance about its own unique software features, with nary a peep on the built-in Google Android improvements and features brought by the use Jelly Bean 4.2 on board. I argued that it could be a signal that Samsung is looking to move towards an Amazon-style approach to building its own version of Android, but a new investor note from Sterne Agee analyst Shaw Wu suggests Samsung’s platform bluster might be more useful to the South Korean company as a bargaining chip.

    Wu praises Samsung’s move into a more “vertically integrated platform play” in his note, which puts it in a better place to compete with similar efforts by companies including Apple, Microsoft, Google and Amazon who are all trying similar combined approaches to software and hardware. But he also notes that Tizen, the smartphone OS that Samsung is co-developing, has massive challenges ahead in terms of taking away platform share from Android and iOS, especially with BlackBerry and Windows Phone slugging it out for a third spot in the mobile market.

    Samsung’s biggest strength, according to the investor note, is that it has a lot of leverage in terms of negotiating a better split of mobile advertising revenues from partners including Google thanks to its dominant market position. Treating their platform ambitions as a sort of backpocket option in case the lucrative deal they have worked out with Google starts to become not so lucrative does seem to be more of a hedge than a realistic option at this stage of the game, given how entrenched the top two platforms are, and the challenges we’ve seen even manufacturers with a wide reach like Nokia and BlackBerry have with populating the software ecosystem for a brand new mobile operating system.

    Google has been reported to be somewhat ill at ease with Samsung’s growing dominance over the Android hardware market, but for now the two companies are much stronger together than they are apart, which means we’re unlikely to see either side do anything to initiate a rift. Meanwhile, we’ll likely see both also work on their own hedges, which means Google building out its Motorola division with new, Google-directed initiatives after major restructuring, and Samsung continuing to feint with Tizen and build its own pseudo-platform on top of Android.

  • MidOcean Partners Backs Noranco

    Middle-market private equity investor MidOcean Partners has made a “significant equity” investment in Noranco Inc., a supplier of machined and sheet metal components to the aerospace industry. Noranco is based in Toronto. Specifics of the deal were not disclosed.

    PRESS RELEASE
    MidOcean Partners (“MidOcean”), a leading mid market private equity firm, announced today that it has acquired, along with co-investors, a significant equity position in Noranco Inc. (“Noranco” or the “Company”), a leading supplier of complex machined and sheet metal components, kits, and assemblies for mission-critical landing gear, aero structure, and aero engine applications to the aerospace industry.

    The Company, with operations in Canada and the U.S., focuses solely on the aerospace industry, covering commercial/regional jet, business jet and military/rotorcraft markets. The Company’s key customers include Honeywell, United Technologies, Bombardier, Messier-Dowty and Spirit AeroSystems. Through its key customers, the Company supports high growth OEM platforms for Boeing, Airbus, and Bombardier, including the B737, B787, A380, Q400 and Global Express. Noranco sells its products under long term contracts and is a sole source supplier for the vast majority of its revenues.

    “Noranco is a company with tremendous technical expertise in producing advanced precision-machined components for the aerospace industry. It serves a broad customer base and a broad base of aerospace platforms, including OEM platforms produced by Boeing, Bombardier, and Airbus,” said Frank Nash, a MidOcean Managing Director. “We anticipate leveraging its impressive capabilities and management team by providing the capital to allow Noranco to continue to support the growth of its customers and to add new capabilities, customers and supported platforms to those Noranco already has.”

    Concurrent with the investment by MidOcean and its investor group, Michael Baughan, a MidOcean Executive Board member and former President and COO of B/E Aerospace, will become Chairman of Noranco. Mr. Baughan brings a wealth of experience to the board of directors of Noranco given his experience building B/E Aerospace into a multi-billion leading aerospace supplier through a strategy of both organic and acquisition growth initiatives. The new Board of Directors will also include several veterans of the aerospace industry, including Robert S. (“Steve”) Miller, recent CEO of Hawker Beechcraft (and current chairman of MidOcean’s Executive Board as well as of AIG), and MidOcean Management Affiliate Ray Valeika, a longtime executive and expert in the aircraft maintenance and aftermarket sectors.

    Noranco CEO David Camilleri commented, “Noranco is extremely pleased to have completed this transaction with MidOcean Partners. Our position as a leader within this segment of aerospace has been formulated upon great people, precision products, integrated operational excellence, and a world class customer portfolio. With the strategic and financial support of MidOcean and its investor group, alongside a very positive market outlook for aerospace, Noranco can now rapidly move forward with the execution of its robust growth strategy.”

    About Noranco
    Headquartered in Toronto, Canada, Noranco is a world class, integrated manufacturer and solutions provider to the international commercial and military aerospace sectors. Noranco provides complex machined and sheet metal components, assemblies, and kits for leading OEMs and Tier I suppliers in the landing gear, aero-structures, and aero engines markets. Its products portfolio is comprised of highly complex and difficult-to-manufacture work packages for flight critical applications. The Company has operations in both the U.S. and Canada. Additional information about Noranco is available at www.noranco.com.

    About MidOcean Partners
    MidOcean Partners is a premier private equity firm headquartered in New York focused on the middle market. MidOcean is committed to investing in high quality companies with stable market positions and multiple opportunities for growth. Targeted sectors include consumer, business and media services, and industrial services. MidOcean utilizes a broad foundation of expertise in its focus industries to create value for its investors and partners. For more information, visit www.midoceanpartners.com.

    The post MidOcean Partners Backs Noranco appeared first on peHUB.

  • How we can make elections about the people, not just funders: An excerpt of Lawrence Lessig’s new TED Book, “Lesterland”

    LesterlandBefore we can tackle climate change, financial reform, education reform or, well, anything, there is a single issue that we in the United States must confront. As legal activist Lawrence Lessig says in today’s talk, before we can bring about change on any of the thousands of issues that matter to us, we must change a central corruption at the root of the American political system — that politicians must raise vast amounts of money in order to have a chance in the general election. This makes them prone to the influence of a very small percentage of the population.

    Lessig’s powerful talk brought the TED2013 audience to its feet. And he has so much more to say about how we can overturn this deeply entrenched system. In a TED first, on the same day his talk premieres, Lessig is releasing a new TED Book expanding on the ideas he presented on stage. In Lesterland: The Corruption of Congress and How To End It, Lessig takes on the deep flaws in our campaign finance system and lays out a plan for fixing it. As he says in the book’s pages: The American political system has been weakened by a corrupt campaign funding system, but we can change it. And the time to do it is now.

    Here is how Lesterland begins:

    Once upon a time, there was a place called “Lesterland.”

    Lawrence Lessig: We the People, and the Republic we must reclaimLawrence Lessig: We the People, and the Republic we must reclaimLesterland was a lot like the United States. Like the United States, it had a population of about 311 million souls. Of that, like the United States, about 150,000 were named “Lester.”

    Lesters in Lesterland had a very important power. There were two elections every election cycle in Lesterland — a general election, and a “Lester election.” In the general election, all citizens got to vote. In the Lester election, only the “Lesters” got to vote.

    But here’s the catch: To run in the general election, you had to do extremely well in the Lester election. You didn’t necessarily have to win, but you had to do extremely well. Democracy in Lesterland was thus a two-step dance. The Lesters controlled the first step.

    What can we say about “democracy” in Lesterland?

    First, we could say, as the United States Supreme Court said in its remarkable ruling in Citizens United v. FEC, that “the people have the ultimate influence over elected officials” — for, after all, there is a general election. But the people have that influence only after the Lesters have had their way with the candidates who wish to run in that general election. The people’s influence is ultimate. But it is not exclusive. Instead, the field of possible candidates has been narrowed to the field of Lester-plausible candidates, just as the field of candidates that citizens in the Soviet Union could select among had been narrowed by the choices of the Communist Party.

    Second, and obviously, this primary dependence upon the Lesters would produce a subtle, understated, and somewhat camouflaged bending to keep the Lesters happy. For all candidates, both prospective and already successful, would know that they couldn’t gain or retain power without Lester support. Such bending couldn’t be too obvious, for fear it would trigger the votes of voters who resented the Lesters’ influence. (No doubt, there were some.) But neither could it be too subtle, for fear the Lesters would miss who their real allies were. Thus the Goldilocks principle of Lesterland politics: Not too little, and not too much. The best politicians were the best precisely because they practiced this balance well.

    Lesterland is thus a democracy. But it is a democracy with two dependences: The first is a dependence upon the Lesters. The second is a dependence upon the citizens. Competing dependences, possibly conflicting dependences, depending upon who the Lesters are.

    That’s Lesterland.

    There are three things to see now that you’ve seen the democracy called “Lesterland.”

     (1) The United States is Lesterland.

    Like Lesterland, the United States also has 311 million souls. It also has about 150,000 people named “Lester.” And it also has two types of elections: One, the traditional “voting election,” where citizens cast ballots. The other, a distinctively modern “money election,” in which the relevant “funders” give money to afford candidates the chance to run effectively.

    Voting elections are discrete — they happen on a particular day, in a regular cycle. They include the vote in the general election; for a small portion of us, they also include the vote in the primary. In both cases, every citizen eighteen and older has the right to participate. And as the constitution has been interpreted, he or she has the right to participate equally. If the vote I cast for my representative to Congress is weighted more than yours (because there are fewer voters in my district than in yours), the Constitution requires the state to redraw that congressional boundary.

    By contrast, the money elections are not discrete. They are continuous. Every day, throughout the election cycle, every citizen is in effect asked to contribute to one candidate or to another. That contribution is in effect a “vote” for that one candidate or the other. But unlike “votes” in the discrete elections, to vote for one candidate in the money election does not mean you can’t vote for another as well. Citizens are free to hedge their money votes in the money election by voting for both candidates in a two-person race, or as many candidates in as many races as they wish. The only regulation is that no citizen is permitted to give more than $2,600 to any one federal candidate per election, or more than $123,200 to all federal candidates and federal PACs combined in an election cycle. And finally, and obviously, while the Constitution has been interpreted to require equality in the voting election, there is nothing close to equality in the money election. The per capita influence of the top 1 percent of American voters is more than 10 times the per capita influence of the bottom 99 percent.

    As in Lesterland, the money election and the voting election have a special relationship in U.S.A.-land too: To be able to run in the voting election, one must do extremely well in the money election. One doesn’t necessarily have to win — though 84 percent of the House candidates and 67 percent of the Senate candidates with more money than their opponents did in fact win in 2012 — but you must do extremely well. The average amount raised by winning Senate candidates was $10.4 million; losing candidates raised $7.7 million. The average amount raised by winning House candidates was $1.6 million; losing candidates raised $0.774 million. Money certainly isn’t the only thing that matters. But anything other than money is way, way down the list of “things that matter.”

    And here is the key to the link between Lesterland and the United States: There are just as few relevant “Funders” in U.S.A.-land as there are “Lesters” in Lesterland.

    “Really,” you say?

    Yes, really.

    Read more of this fascinating and, ultimately, inspiring book. Lesterland is available for Kindle and Nook, as well as through the iBookstore. Or download the TED Books app for your iPad or iPhone. A subscription costs $4.99 a month, and is an all-you-can-read buffet.

  • Amazon AutoRip now gives users free MP3 versions of past vinyl purchases

    Although it sounds like a slightly late April Fool’s joke, Amazon has today announced it will be giving customers who have purchased vinyl records from Amazon dating back to 1998, free copies in MP3 format.

    It forms part of the AutoRip service which automatically adds MP3s of past and present CD purchases to the shopper’s Cloud Player libraries.

    It’s actually a pretty good idea in my opinion, and Amazon says that “thousands of records, including titles from every major record label, are available for AutoRip”, with more titles being added all the time.

    What’s particularly great about the service is you don’t have to do anything. If you’ve purchased records which are AutoRip compatible, Amazon will rip them and make them available to you in 256Kbps quality. You’ll get an email alerting you once they’ve been added to your cloud library.

    According to Steve Boom, Vice President of Digital Music for Amazon, “AutoRip has been wildly popular with customers since it launched earlier this year. It’s a fun experience to suddenly find CDs you purchased just today — or 15 years ago — added automatically and free of charge to your digital library. We’re thrilled to extend this experience to vinyl records. Many of our music customers are vinyl fans and it’s traditionally been very difficult to make digital versions of vinyl records — now customers can enjoy the albums they buy wherever they are, not just when they have access to a record player”.

    So what’s next for the AutoRip service? I think it’s a safe bet we’ll be seeing cassettes added at some point before the year’s out.

    Photo Credit: Yuganov Konstantin/Shutterstock

  • Cisco wades deeper into small cell waters with $310M Ubiquisys purchase

    The networking giant Cisco has been into small cell technology for about five years, since it made a strategic investment in the picocell and femtocell outfit ip.access. However, Cisco was clearly not satisfied – its hunger for more small cell tech has now led it to offer $310 million in cash and employee retention incentives for UK-based Ubiquisys.

    Small cells are effectively tiny cellular base stations that offload mobile data traffic onto a wired backhaul service. Along with good old Wi-Fi, they are seen as essential to warding off the so-called mobile data crunch, as they free up capacity on the macrocells that form the basis of cellular networks. Ubiquisys is something of a leader in the field, having recently been ranked number one (ip.access was number three) by ABI Research for enterprise and residential femtocells.

    Ubiquisys is also into self-optimizing network architecture (SON). It also offers a “smart cell” system called EdgeCloud, delivered in partnership with Intel, that combines server and small cell functionality to deliver cloud applications from the edge of the network, a bit like a content delivery network (CDN) for mobile rather than fixed-line surfers.

    This is the third major acquisition Cisco has announced in the last four months that is aimed at boosting its portfolio for mobile carriers — in December it was Broadhop (policy management) and in January it was Intucell (SON). According to a blog post on Wednesday from Cisco business development chief Hilton Romanski, the Ubiquisys deal “complements Cisco’s mobility strategy along with the recent acquisitions of BroadHop and Intucell, reinforcing in-house research and development, such as service provider Wi-Fi and licensed radio”:

    “As carriers around the world increase cellular data capacity to serve the rapidly growing population of smartphone and tablet users, adding small cells is one of the most cost-effective ways to multiply data capacity and make better use of scarce spectrum assets. Ubiquisys’ indoor small cells expertise and its focus on intelligent software for licensed 3G and LTE spectrum, coupled with Cisco’s mobility portfolio and its Wi-Fi expertise, will enable a comprehensive small cell solution to service providers that supports the transition to next generation radio access networks.”

    Assuming the deal goes through, it is expected to close in the fourth quarter of this year. The Ubiquisys employees, who are based in the English town of Swindon, would join the Cisco Service Provider Mobility Group.

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  • ExtremeFliers Releases A Teeny-Tiny Quadcopter That Can Flip In Mid-Air

    Screen Shot 2013-04-03 at 10.04.43 AM

    We were lucky enough to meet with Vernon Kerswell at ExtremeFliers, a 20-something inventor with a passion for little flying things. His latest creation, the Microdrone 2.0, puts a surprisingly powerful brain inside a drone that is about as big as a baseball.

    The Microdrone has built-in IR sensors as well as a six-axis gyroscope that stabilizes the copter immediately. Vernon was an effusive and effective presenter, running the drone through its paces as he described his trip to China to find the parts he needed to mass produce these little things.

    Kerswell is the epitome of the start-up salesman and his excitement about his new product is palpable. I’m looking forward to trying it out in the harsh environment that is my home when it is launched in May for about $100.

  • Reuters: Next-gen Google Nexus 7 tablet coming in July, price may drop to $149

    Nexus 7.7 Release Date
    Google (GOOG) and vendor partner Asus are reportedly planning to launch their next-generation Nexus 7 tablet in or around this coming July. The news comes on Tuesday from Reuters, which claims the new device will be powered by a Snapdragon processor. The report also states that Google is aiming to ship 8 million Nexus tablets in the second half of the year, which is a goal that could be quite attainable if the company’s second-generation Nexus 7 slate is sold for just $149, as Reuters’ unnamed source says it may be. Earlier reports suggested that Google’s next tablet will be called the Nexus 7.7 and will ship with a display panel close to the size of Apple’s (AAPL) iPad mini display.

  • Kabbage Seals $75M Credit Facility

    Victory Park Capital announced a $75 million credit facility for Kabbage Inc., a leading online provider of small business financing. Victory Park Capital led the facility while Thomvest Ventures, an existing equity investor, participated in the commitment, the company said Wednesday.


    PRESS RELEASE

    Victory Park Capital (VPC), an asset management firm that specializes in direct credit and equity investing in middle and lower middle-market companies, announced a $75 million credit facility for Kabbage, Inc., a leading online provider of small business financing. Victory Park Capital led the facility while Thomvest Ventures, an existing equity investor, participated in the commitment. The debt facility – Kabbage’s largest financing transaction to date – will fund the company’s rapidly growing customer base and allow it to expand its reach to new customer segments and markets.

    “We have followed Kabbage since its inception and have been exceedingly impressed by the power of its innovative real-time data platform and the team’s ability to scale over the last two years,” said Tom Affolter, Principal at Victory Park Capital. “There is a clear void in the market as traditional financing sources remain reluctant to lend. As a firm, we are excited to provide financing to Kabbage as it is uniquely positioned to deploy this capital to meet the demand for funding from small businesses.”

    Since launching two years ago, Kabbage has grown at a breakneck pace to become a leader in small business financing, delivering the most advances in the industry. Kabbage has extended more than 60,000 advances and expects to provide more than 100,000 in 2013 alone. Kabbage advances by volume have grown 296 percent on a year-over-year basis, while overall loan volume to small businesses declined during the same time period according to the Small Business Administration. Kabbage has won six major industry awards for innovation leadership in the last nine months, including first place in VentureBeat’s Innovation Showdown, and Top 10 Most Innovative Companies in Financial Services from Fast Company.

    “We are pleased to partner with Victory Park in funding the growth of Kabbage and its small business clients through this debt financing, and to share in Kabbage’s future growth as an existing equity investor,” said Peter J. Thomson, chairman of Thomvest and director of Thomson Reuters Corporation.

    “This facility represents an enormous vote of confidence from the institutional investment community in the Kabbage model and a significant milestone in our company’s history,” said Rob Frohwein, Kabbage Co-Founder and CEO. “We are proud to have developed a new asset class that allows institutional investors to fund the growth of the small businesses that are the backbone of our economy.”

    About Victory Park Capital (VPC)

    Victory Park Capital is an alternative investment firm that provides private debt and equity financing solutions to middle-market and lower middle-market companies across a wide range of industries. The firm focuses on traditional and complex situations, and seeks to build long-term sustainable value in its portfolio companies. VPC’s focus on certainty and speed to close provides the companies it seeks to invest in with a high level of security throughout the relationship. For more information, visit: http://www.victoryparkcapital.com.

    About Kabbage, Inc.
    Kabbage, Inc., headquartered in Atlanta, has pioneered the first financial services data and technology platform to provide funding to small businesses in fewer than 7 minutes. Kabbage leverages data generated through business activity such as online sales, shipping, and dozens of other sources to understand performance and deliver fast, flexible funding in real time. Kabbage is venture funded and backed by Thomvest Ventures, Mohr Davidow Ventures, BlueRun Ventures, the UPS Strategic Enterprise Fund, with additional investors including: Ron Conway’s SV Angel, David Bonderman, founder of TPG Capital, Warren Stephens, CEO of Stephens Inc., Western Technology Investment, H. Barton Asset Management, and TriplePoint Ventures. For more information, please visit www.kabbage.com and follow the company on Facebook and Twitter.

    About Thomvest Ventures
    Thomvest is a venture capital fund focused on early and growth stage investments in ad tech, enterprise software-as-a-service, financial technology and security software. The capital we invest is our own, enabling us to be more creative, flexible and patient than many venture investors. More than two-thirds of the companies that we have funded in the last decade have either gone public, been acquired, or continue to grow as independent businesses.

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  • Jelly Bean Is Now On A Quarter Of All Android Devices

    Over the past few months, Jelly Bean has been on a meteoric rise as it latches onto more and more Android devices. At the same time, Gingerbread use has been slowly declining. With a new way of reporting distribution numbers, Google will hopefully hurry both trends along.

    For its April report of Android distribution numbers, Google says that the reporting mechanism has changed from Android activations to only devices that visit the Google Play store. The change will more accurately reflect “those users who are most engaged in the Android and Google Play ecosystem.”

    With this new method of reporting, Jelly Bean use has risen by almost 10 percent to 25 percent of the entire Android ecosystem. Ice Cream Sandwich saw a minor rise in use as well with it now sitting at 29.3 percent.

    Gingerbread continues its path of decline with only a 39.8 percent share of the Android ecosystem. Even with the new method of reporting, Gingerbread only saw a decline of less than five percent. It will still be a while before we see Jelly Bean or Ice Cream Sandwhich become the dominant player in the Android ecosystem.

    Jelly Bean Is Now On A Quarter Of All Android Devices

    It will be interesting to see what the Android ecosystem looks like a few months after Google launches the new version of Android later this year. Distribution reporting may also be thrown off if rumors of an Android notebook turn out to be true. Both scenarios will likely create a very interesting year for Android.

  • Amazon’s AutoRip Service Now Includes Vinyl Purchases

    Back in January Amazon announced their new AutoRip service, which gives customers free digital copies of any and all physical music they buy on Amazon (at launch, that simply meant MP3s for CD purchases).

    Today, they’ve announced that AutoRip is extending its reach to vinyl.

    “Starting today, when customers purchase an AutoRip vinyl record, a digital copy of that music will be automatically added to their Cloud Player libraries where it will be available, free of charge, for immediate playback or download. Customers no longer need to go through the hassle of making a digital copy of a vinyl record,” says Amazon.

    One of the cool things about AutoRip is that it’s retroactive. Meaning, any CD or vinyl record that you’ve purchased since 1998 (as long as its AutoRip compatible) is instantly added to your Cloud Player.

    It’s currently available for over 50,000 albums.

    “AutoRip has been wildly popular with customers since it launched earlier this year,” said Steve Boom, Vice President of Digital Music for Amazon. “It’s a fun experience to suddenly find CDs you purchased just today – or 15 years ago -added automatically and free of charge to your digital library. We’re thrilled to extend this experience to vinyl records. Many of our music customers are vinyl fans and it’s traditionally been very difficult to make digital versions of vinyl records – now customers can enjoy the albums they buy wherever they are, not just when they have access to a record player.”

    Clearly, Amazon’s goal in providing this service is to incentivize physical music sales, while also promoting use of their Cloud Player. Having digital copies of the music may not be a must for all vinyl collectors, but I don’t think anyone is going to scoff at the idea of free, retroactive MP3 copies of everything they buy.

    [Image via Nina, Flickr]

  • Common Language Doesn’t Equal Common Culture

    “Finally,” you think to yourself as you board the plane to London for a series of business meetings with the British subsidiary of your American corporation. “I can finally travel somewhere without one of those cultural guidebooks for understanding how I’m supposed to behave in a new place.” In the last year alone, you’ve been to China, Korea, and India, and in each place, you’ve worked hard to learn the key differences in how people behave in each of these cultures and how business gets done. But on this final trip of the year to London, you’re pretty sure you can make it on your own. After all, how different could British and American people be in their behaviors and orientation at work?

    Turns out, quite different! Just because two cultures share a common language or are in a similar part of the world does not necessary mean that they share a common business culture. This sounds like an obvious point, but it’s one that people often overlook when doing business overseas, especially in countries with superficial similarities that can mask important underlying differences. Assumptions like these can lead to awkward — or unprofessional — interactions in a different culture.

    Let’s start with self-promotion, which is one of the strongest differences I found in my research over the past year interviewing managers in the U.S. and the UK. As anyone familiar with U.S. business communication culture knows, Americans aren’t shy talking up their accomplishments and selling themselves. We do it all the time — at job fairs, interviews, sales calls, performance evaluations, and when vying for prized internal assignments and positions. Of course, there are limits to self-promotion in the U.S. Not everyone feels equally comfortable selling themselves — nor is everyone equally adept at doing it — and some corporate cultures and contexts are more forgiving of self-promotion than others. But the overall point is that self-promotion is clearly a necessary and useful skill for getting ahead in the U.S. professional world.

    In the UK, on the other hand, overt self-promotion isn’t only uncommon; it’s essentially taboo. Most Brits are very uncomfortable with being praised in public and are quick to deflect and deflate such compliments with a witty counter. You don’t promote yourself and your accomplishments to your British colleagues, and if you do, you’ll definitely suffer the consequences, most likely in the form of some serious “piss-taking” (mocking and ridicule). If you want to tell your boss what you have accomplished in the UK, describe it in a straightforward, non-exaggerated, fact-based manner. No embellishment and certainly no grandstanding. In fact, if self-promotion is an art in the U.S., the corresponding art in the UK is self-deprecation.

    Another key difference between the two cultures is how emotionally expressive people are at work. In the U.S., it is culturally acceptable — even admirable — to show enthusiasm. When arguing for a point in a meeting, for example, it is quite appropriate to express your opinions enthusiastically. Or when speaking with a potential employer at a networking event, it is appropriate to express your interest enthusiastically. In fact, in this particular situation, the employer might interpret your interest as real and genuine because of the enthusiasm you express. Not true in the UK, where Brits are typically much more understated in their emotional expressiveness.

    A great performance, for example, in the UK would typically be characterized as being “not bad.” Or when someone asks how you are doing, the typical answer is “fine” (as opposed to “Great!” or “Good!” as it might be in the U.S.). In general, people in the UK value moderation and self-control rather than emotional expressiveness. High fives aren’t part of the typical UK cultural repertoire. If you strike a really big deal or make a significant achievement at work, people will typically celebrate or congratulate, but with a certain level of self-restraint. They might very well be excited for a short time and celebrate with some light applause and congratulatory gestures; however, the level of outward, visible excitement would typically be far less than in the U.S. and last for a shorter time.

    Of course, not all Americans are characteristic of the “typical” American style, nor are all Brits typically British. When considering how to act in any given situation that you happen to encounter, it’s important to know about other aspects of the culture you’re in as well. The culture of your industry might matter a great deal, for example (investment banking might have quite different norms in the UK, for example, than television or media). So too might your corporate culture (e.g., Google vs. Barclays), as well as the particular cultural background of the person or people you’re interacting with — especially since the U.S. and UK workplaces are comprised of people from so many different nationalities.

    But still, despite these finer points, the overall message remains: Just because the U.S. and UK share a common language (and even that could be debatable), we don’t necessarily share a common business communication style. Realizing that superficial similarities can mask important underlying differences is a key point to remember no matter what culture you’re adapting to.

  • Google On iTunes Pages Missing In Search Results: It Wasn’t Anything On Our Side

    It has become harder to find iOS apps in Google results these days, as some have noticed. Is this Google being anti-competitive toward is rival? No, just an issue on Apple’s end that is out of Google’s hands, according to the company.

    When asked about why iTunes content appears to be ranking less well in search results these days, Google told Danny Sullivan at Search Engine Land:

    We’ve been having some issues fetching pages from the iTunes web servers, and as a result some people may have had problems finding iTunes apps in search easily. We’re working with the team there to ensure search users can find what they’re looking for.

    Matt Cutts has also been talking about it on Twitter:

     
     
     
     

  • Hilary Duff, Ashton Kutcher to Hook Up on Two And a Half Men

    Though former child star Hilary Duff has been out of the spotlight for a few years, she’s still a large enough presence in Hollywood that her appearance on the most popular current network TV sitcom can still make waves. It has been announced that Duff will be guest-starring in the season finale of Two and a Half Men, which is filming this week.

    According to an E! News report, Duff will play a love interest for Ashton Kutcher‘s character, Walden Schmidt. Marilu Henner will play Duff’s grandmother in the episode, and will also be a love intrest for Schmidt.

    Duff has tweeted out her excitement about being on the CBS show, and indicated that her character is a “crazy drunk girl.”

    Duff is best known for playing the title role in the Disney Channel show Lizzie McGuire. She married NHL player Mike Comrie in 2010, and the couple gave birth to their first child just over one year ago, in March 2012.

  • CapMan Sells Cardinal Foods

    CapMan announced that it has sold Cardinal Foods to a company formed by Swedish agricultural cooperative Lantmannen Group and private equity firm CapVest. CapMan originally invested in Cardinal Foods in 2005 through the acquisition of two independent poultry and egg production companies.

    PRESS RELEASE
    CapMan sells Cardinal Foods, impact on CapMan Group’s results for 2013 is EUR1.9 million

    Funds managed by CapMan and other owners of Cardinal Foods have signed an agreement to sell Cardinal Foods AS to a company formed by Swedish agricultural cooperative Lantmannen Group and private equity firm CapVest. Funds managed by CapMan own approx. 49% of Cardinal Foods’ stock. The impact of the transaction on CapMan Group’s result for 2013 is approx. EUR1.9 million from carried interest income and fair value changes from own fund investments. The transaction contributes EUR3.7 million in cash flow to CapMan Group. The transaction is subject to final approval by the competition authorities and is expected to close by 1 July 2013. The investment in Cardinal Foods has been excellent for investors in CapMan’s funds.

    CapMan originally invested in Cardinal Foods in 2005 through the acquisition of two independent poultry and egg production companies. Since then, Cardinal Foods has experienced significant organic growth, while at the same time acquiring and integrating several complementary businesses. Today, Cardinal Foods is the second largest poultry product and egg producer in Norway, with sales in excess of NOK 1.3 billion and approx. 300 employees. Prior to the sale to Lantmannen and CapVest, Cardinal Foods’ subsidiary Norsk Kylling was sold to Rema Industrier in 2011.

    “Cardinal Foods has developed according to our expectations and the investment has provided excellent returns for our fund investors. We are proud of the success of the company during our ownership. Cardinal Foods has established a solid market position through both organic growth and market consolidation. We have further improved the cost structure of the operations, from which the new owners can commence their value creation plans,” says Kai Jordahl, Senior Partner and Head of CapMan Buyout.

    “Under the ownership of CapMan, Cardinal Foods has become the leading player within white meat and eggs in the Norwegian market. The successful partnership with CapMan has provided strong support to the company, and allowed us to develop through organic growth, acquisitions, and with significant operational improvements. We have an excellent position for further development and are happy to have Lantmannen and CapVest as new owners to assist us in a next phase”, says Torfinn Prytz Higdem, CEO of Cardinal Foods.

    CapMan Group is one of the leading private equity firms in the Nordic countries and Russia, with assets under management of approximately EUR3.1 billion. CapMan has five investment partnerships – CapMan Buyout, CapMan Russia, CapMan Credit, CapMan Public Market, and CapMan Real Estate – each of which has its own dedicated investment team and funds. Altogether, CapMan employs 110 people in Helsinki, Stockholm, Oslo, Moscow and Luxembourg. CapMan was established in 1989 and has been listed on the Helsinki Stock Exchange since 2001.

    Cardinal Foods AS www.cardinalfoods.no Cardinal Foods is a leading supplier of white meat and eggs and has a significant position in the Norwegian market. The company’s strategy is to continue to develop the most efficient production facilities for poultry and eggs in Norway, combined with innovative and user-friendly, top quality products. The company controls the entire value chain, from farmer to consumer. Slaughtering, cutting and processing of white meat are carried out at Jaeren and Stokke in Vestfold in efficient and full-scale production plants. Egg processing takes place in Norway’s most modern facilities for egg processing, located in Ski.

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