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The New York Times Co. (NYSE:NYT - News) ends year one of limiting full NYTimes.com access to those who pay with nearly a half-million subscribersabout 454,000and starts year two with measures to push more growth.

As of April 1, direct access will be limited to 10 articles/videos/slideshows a month, half of the 20 articles currently allowed. That will make life a little tougher for those who go directly to the sourceand may show some who have wavered on subscriptions that they need it enough to pay. (It may also nudge some of the print subscribers who havent added digital yet; thats a byproduct, not a goal.)

But the paper isnt messing with social access. That would create a storm big enough to be prefaced with a four-letter word. Links from e-mail, search, blogs and social media should continue to work even if the user has passed the new 10-article limit. (The exception: access from some search engines is limited to five links a day.) Clicking on a link from that article would serve up a reminder that you have to be a subscriber to go further.

On mobile and tablet apps, the Top News sections stay free; anything else requires a subscription. That makes smartphones and tablets the most frictionless way to get daily news from the Times.

The Times is also offering an anniversary thank you gift that really is a gift from the NYTs digital and home-delivery subscribersnot a gift to them. The paper will allow us (Im a home delivery sub) to give 12 weeks of the NYTimes.com + Smartphone Apps package to a non-subscribing friend or family member. That in turn will give the NYT customer relationships with those people and, because they come via referral, a better shot at converting them to paying customers

The meter tightening and the gift are signs of what happens after you reach the lowest fruit on the tree and the next level, too. The NYT announced

The largest batch of digital substhat is, as long as it is a meter and the print edition continuesis already on board. Now its a matter of reaching those next layers, particularly the avid readers who can pay but havent, and of keeping the subscribers who already have shown a willingness to pay.

In that regard, while we all love an anniversary number (the NYTs gift to media writers and analysts), the real numbers that matter would be those that show 13, 14, 18 months in how many of those original subs have stayed.

Another way potentially to increase digital subs would be to play with price sensitivity. But the current pricing encourages digital subscribers, particularly those who want full access across smartphones and tablets, to get home delivery to save money and changing that could affect print circulation. The existing pricing is $15 for site+smartphone, $20 for site+tablet and $35 for full access. It also might not increase the numbers by enough to make up for shifting to a lower price.

Instead, the NYT is using more traditional circulation efforts to bump digital subscriptions and to overcome inevitable churn. The four-week, 99-cent trial is still active and other offers show up.

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NYT: We Have 454,000 Digital Subs So Let's Turn Down The Meter

FARNBOROUGH, England--(BUSINESS WIRE)--

Schindler, one of the leading global manufacturers of elevators, escalators and moving walkways, is using Autodesk Digital Prototyping software to cut the costs and risks of replacing or retro-fitting escalators in existing buildings.

Schindlers escalator division is a long-term customer of Autodesk manufacturing solutions and uses Autodesk Inventor as its standard 3D mechanical design and engineering software. Working with Autodesk Consulting, the company has now expanded its Autodesk software deployment to include Autodesk Navisworks and Autodesk Showcase.

To perform a simulation for an installation of a new escalator at a Vienna railway station, the Schindler escalator division migrated its Autodesk Inventor escalator digital prototypes into Autodesk Navisworks project review software, which enables the integration of multi-format data into a single 3D model. This enabled Schindler to combine scans of the surrounding environment with digital models of the escalator to create a more accurate virtual model of the entire metro station. Schindlers escalator division then used Navisworks to simulate the installation of the escalator, calculate space requirements and minimize the number of times an escalator needs to be divided to fit into the building. Every time an escalator needs to be divided, there are significant overhead costs, so exploring digital alternatives helps to reduce installation costs significantly.

The project team then used Autodesk Showcase to create a high-end presentation from the Navisworks simulation. Schindler uses the presentation to show colleagues across the globe how installing an escalator virtually, before actual work begins, can save time, money and reduce the risk of damage to existing structures. Presentations such as this will also be valuable in demonstrating to clients how an escalator can be installed and illustrate how downtime can be minimized.

A large portion of our business comes from maintenance and service, including the replacement of existing escalators, explains Gerhard Lindstdt, head of marketing at Schindlers escalator division. When working on a new-build project, the installation of an escalator can be scheduled before certain walls are built to ensure both simplicity and safety. However when replacing or transforming we need to work with an existing building and install the escalator with minimum disruption.

He adds that the Schindler escalator division is currently seeing significant demand from shopping centers for simulations and presentations where the management is looking for evidence that disruption will not lead to loss of business or an installation wont damage the building and surroundings.

We are working closely with Autodesk Consulting to optimize our Autodesk portfolio. The Vienna project is a good example of how we can gain significant added value from our software, and we foresee this being replicated by Schindler teams worldwide, concludes Lindstdt.

About Autodesk

Autodesk, Inc., is a leader in 3D design, engineering and entertainment software. Customers across the manufacturing, architecture, building, construction, and media and entertainment industries -- including the last 17 Academy Award winners for Best Visual Effects -- use Autodesk software to design, visualize and simulate their ideas. Since its introduction of AutoCAD software in 1982, Autodesk continues to develop the broadest portfolio of state-of-the-art software for global markets. For additional information about Autodesk, visit http://www.autodesk.com.

Originally posted here:
Schindler Escalator Division Takes Digital Prototyping Further With Autodesk Manufacturing Software Portfolio

LOS ANGELES, March 21, 2012 /PRNewswire-iReach/ -- A Giant Leap For Filmmakers, Television Producers and Event Planners

Mobile Imagination, LLC, creator of doddle and doddlePRO launches the web/cloud version their digital "Call Sheet" generator

Call Sheets. Anyone involved in the logistics of film/tv/event planning knows thetedious drudgery of managing crews in the field on location. This involves creating detailedspreadsheets including each crew member, with contact information, each location,the days' schedule, emergency resources, and more. The better designed call sheetswill contain maps and directions to locations, important notes to groups or individuals,appropriate radio channels for radio communication on set and more.

doddlePRO for iPhone/iPad/iPod revolutionized this process with a mobile system that allowsfor point and click creation/editing, and distribution of call sheets, integrating data from yourcontact list or the comprehensive doddle directory.

The release of doddlePRO2.0 moves this technology forward at lightspeed by adding doddlePRO "on the web, on your desktop", allowing you to sync seamlessly with your IOS device. Now any production house,filmmaker, or event planner can utilize this transformational tool in quickly creating their callsheets, with automated mapping/emergency resources, weather, and more, and editing theminstantly on their mobile device, and vice-versa. Additional upgrades include syncedphotos for locations, schedules, and other entities, heightened security with editing permissions,branded logos on the call sheets, and much more.

See the future of green production today online visitingthe doddle websiteor in theiTunes Storeby searching doddlePRO.

Jim Robertson, Mobile Imagination, LLC Principal & Founder: "In an industry where time equals money, doddle saves on both. Lightning fast and user-friendly, doddle is a resource destined to be a producer's best friend. Already a must-have smartphone application for the savvy entertainment professional, our new online service now opens the world of doddle to everyone on the internet. doddle was built by production people for production people in order to save producers money and get locals hired."

Richard Kwiat, Mobile Imagination, LLC Principal & Founder: "We created a beautiful app that brings simplicity to an often chaotic environment. doddle cuts through the noise, and gives entertainment professionals the ability to reach out and secure the exact services that they need at the exact moment that they need it... and did I mention, it's a really fun app to use."

ABOUT MOBILE IMAGINATION, LLC: Mobile Imagination's doddle places the world's production industry resources in the palm of your hand. Created by a team with decades of experience in the software and production industries, doddle promises to transform the lives of production professionals from movies and television to audio, and video production by giving them the unique ability to plan, communicate with, and manage their workforce from their smartphone throughout the creative process. doddle is the first of many mobile business productivity applications planned by Mobile Imagination, which will helps professionals across various industries spend less time in the office and more time in the field where their business is captured and created.

For press inquiries and to set up interviews with Jim Robertson or Richard Kwiat contact: Jim or Rich at 877-363-3537

Read more here:
Digital Call Sheets for the Film and Television Industry Have Arrived

by Kevin Kelleher, contributor

FORTUNE -- As long as the Internet has been a venue for commerce, some companies have dreamed of making electronic cash as seamless and intuitive to use as possible: no cash or coins, no check-writing, no typing in or storing credit card numbers. Thanks to the rise of the cloud and the popularity of smarphones, that idea is becoming real.

As a result, the names of companies working to create a so-called digital wallet is growing: startups like Square, big-name companies like eBay (EBAY), Google (GOOG) and Apple (AAPL) or financial services giants like Visa (V) and MasterCard (MA) each hoping for a key role in what could in coming years become a lucrative market.

No company has been working longer at this goal than PayPal. Back when people spoke less of the cloud and more about grid computing, and when mobile phones were too big to fit comfortably inside a pocket, PayPal was laying the foundation for a global e-payment system working through regulatory processes in hundreds of countries, grappling with myriad forms of online fraud and fielding customer complaints.

MORE:Yahoo's risk-taking may be its best chance

Today, PayPal works with 9 million merchants and 106 million active customers. And over the past couple of years, the eBay (EBAY) unit has been quietly assembling a strategy to create a digital wallet for those customers, and potentially many more. But it means improving on offerings from competitors, some of which have large customer bases and ample cash reserves.

It also means placing bets on which standards consumers and merchants will embrace. Will Square-like dongles become an everyday accessory in retail? Or will near-field communications overcome security concerns and become the norm? Will credit- and debit- accounts continue to play a central role? And most importantly, which brands will emerge as the most trusted consumer interface to mobile payments?

Slowly, PayPal's strategy is becoming clearer. After buying startups such as BillMeLater, shopping-engine Milo and app developers WHERE and Redlaser, PayPal has begun rolling out new features most recently its PayPal Here service. Announced last week, PayPal Here was widely seen as a competitor of Square, the startup noted for the dongle that plugs into smartphones for on-the-spot payments in stores and restaurants.

Square is catching on with many retailers. PayPal says it saw $4 billion in payments in 2011 and that it expects to top $7 billion this year. But Square also says it processed $4 billion in payments last year, largely from small brick-and-mortar retailers that PayPal has tended to overlook.

MORE:Where social networking is headed next

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PayPal's bid for the digital wallet looks strong

18-03-2012 03:09 Visit my blog and see download link : steamhc.blogspot.com Steam is a digital distribution, digital rights management, multiplayer and communications platform developed by Valve Corporation. It is used to distribute games and related media online, from small independent developers to larger software houses. Steam also has community features, automated game updates, in-game voice and chat functionality. As of January 2012, there are 1492 games available through Steam,[4] and 40 million active user accounts.[5] The concurrent users peak was 5 million on January 2nd, 2012.[6] Although Valve never releases sales figures, Stardock, the previous owner of competing platform Impulse, estimated that, as of 2009, Steam had a 70% share of the digital distribution market for video games.[7] Many major publishers have large catalogues available on Steam, including Bethesda Softworks, Activision, Rockstar Games, Square Enix, 2K Games, and Telltale Games.

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Steam Money Adder 2012 3.2v NEW Steam Wallet Hack [[NOOO SURVEY]] - Video