I am here at Yahoo HQ in Sunnyvale, Calif., to check out “Product Runway,” which is the Silicon Valley Internet giant’s attempt to show that it can still innovate.

First and foremost is the launch of Livestand, a personalized news reader that is similar to Flipboard and a variety of other rivals, including — soon — Google.

It’s Yahoo’s attempt to present a business-as-usual feel — amidst a long and agonizing and very public strategic overview that might also include the sale of the company (or not!), in the wake of the recent firing of its last CEO, Carol Bartz.

It has caused a lot of trauma inside Yahoo, which can’t help with innovation.

But we press on!

In other words, despite the three-ring circus going on outside, Yahoo wants you to know it is still hard at work.

We begin:

10:35 am: As the strains of U2 die out, Yahoo Chief Product Officer Blake Irving takes the stage, which is actually set up in the company’s cafeteria. I can smell lunch being made nearby and I am hungry.

Apt — Yahoo certainly needs to show off a lot of cool stuff or its fate will be cooked.

No pressure, Blake!

“Personally, I am more bullish on Yahoo today,” he said. “What is Yahoo? Simple. It’s the premier digital media company. Period. Stop.”

Oh, if it were only that easy.

10:46 am: Irving pulls out his favorite slide, which looks like a chemistry test. It lists the various elements of the product strategy, with things like personalization, mobile, premium.

Now to Livestand, which is available on the Apple iTunes app store right now.

Don’t all rush at once!

Irving notes that Livestand is more than just an app — it is a platform.

In other words, Yahoo wants to help publishers publish online. Kind of a Facebook of content.

If Yahoo can pull it off, that is. (And, of course, unless Facebook decides to do the same.)

10:50 am: Livestand is an HTML5 “personalized living magazine.”

“This is the way Web pages are going to look,” declares Irving. Which is to say, heavy on photos, swoopy navigation, a television screen-like interface.

Irving uses the example of Surfer magazine, which is a good idea since waves always look pretty. Especially in a video-in-frame with Kelly Slater in Hawaii.

But, in essence, for anyone who has used Flipboard for years now, none of this is entirely different.

10:54 am: The look of what would be the Yahoo News page is actually much more interesting, since it is clearly a whole lot better than the Web page.

Irving also shows off a “living ad” — in this case, an unusually snuggly couple on a couch. It is cool, but creepy.

When launched, the ad has tap points. Irving — naughtily declaring about what is an ad, “I’ll tap that” — taps the lady’s butt, which would also have been my move. We learn about the jeans, of course.

10:58 am: Irving then shows off the ability to add feeds.

Next, something called “Cocktails.” First up, a developer tool called Yahoo Mojito and Yahoo Manhattan, which is a hosting service. The company will open-source both the technologies in 2012.

Irving brings up Mike Kerns, VP of Personalization & Social, who came to Yahoo when it bought the innovative sports fan site called Citizen Sports.

“We like to ship sh#t,” he notes. I like Mike Kerns immediately.

Kerns intros C.O.R.E. No, it is not a secret government organization that takes out fussy bloggers, who might be more critical than Yahoo execs would like.

In fact, it stands for “content optimization relevance engine.” Of course it does.

Simply put, C.O.R.E. is trying to link the right content or whatever to the right consumers and who likes what. Ladies like this, dudes like this. Apparently, “men of multiple ages” enjoy stories about golden chicken.

11:11 am: Kerns is moving on to social, especially its integration with Facebook. While much touted, sources tell me it has gone slower than expected in terms of use, but that it is improving.

Kerns talks about the idea of matching content to conversations to interests and, well, you know — the now exhausting world of modern media consumption.

The world in which you can no longer simply read an article and enjoy it — you must comment, share, discuss, parse, tweet.

Does anyone remember when you read something cool and just kept it to yourself?

Forget it, pal! It is a full-information society now and you better get on board and start poking your friends about every little thing.

(Personally, I plan on becoming a hermit in 3 … 2 … 1.)

11:18 am: Now Tim Parsey, who is Yahoo’s design head. He is hands down the most delightful exec the company has had in a while, mostly because he loves to smirk adorkably.

He shows off Yahoo’s first original design, which was a dull list. And then another really bad logo. But Parsey loves it! It’s kitschy!

Smirk attack!

Parsey moves into what has to happen now, which is to deliver a much more emotional experience and a much better designed one. He uses words like “humanism.”

Say what? He is right — Yahoo has for too long completely ignored design as an important part of the experience.

That’s why Flipboard was so quickly touted — it was pretty and fun. And it is why everyone is simply forced to love Apple products.

11:22 am: Parsey even has a code for it, called REM — for rational, emotional and meaningful.

He shows off a weather app. People take photos and they can be used in the app. Then Yahoo Mail for the iPad, whic is also handsome with photos and video. Livestand, also pretty.

“Great way to differentiate,” says Parsey. He calls it “one Yahoo!” Indeed.

11:35 am: I’ll admit it. After Parsey-fest, I zoned out for a sec when IntoNow dude, Adam Cahan, comes up.

Donut emergency!

Back to IntoNow, it’s the television indexing service that Yahoo bought in April.

Essentially, more ways to watch the media — in this case, video — and do 53 other things at the very same time. Memo to humanity: We will all be paying continuous partial attention for the rest of eternity.

Like I said: Hermitage!

11:41 am: Product dude Irving is back, making a point that, despite all the public mishegas, Yahoo has been busy at innovating.

A redo of email, better search, social “Facebar” with Facebook, Flickr for Google Android.

Irving is correct — Yahoo’s engineers have been hard at work and deserve kudos for doing so, even with attrition issues, stock declines and questions about the company’s very future being debated daily.

The problem is that too many of these improvements are mostly incremental and essentially table stakes for tech companies, most of whom have introed many more significant innovations in the same time frame as Yahoo has.

Google did Android, Google+ (as well as some notable failures). Microsoft did Kinect, Windows Phone, Windows 8. Amazon did Kindle Fire. Facebook did a range of major updates, as it has grown like a weed.

And there’s Apple. You might have heard of the iPhone and the iPad.

You get my point. Yahoo’s Product Runway today is well done, but what it really needs to be is just the beginning of a take-off.

11:48 am: Now Q&A time.

The first question is what took so long to get Livestand out, the second is why should people use Livestand since Flipboard and others have already been around for a dog’s age.

I ask about design — mostly because I want Parsey to use the word “delicious” a lot — and also about all the turmoil around the company and its impact on product creation. (I decide not to mention that Yahoo blew its acquisition of the bookmarking site, Delicious, and then sold it.)

Parsey delivers on the delicious scale, noting that Yahoo must have one design experience and yet has a lot of different interfaces. In other words, it cannot be Apple, but it can feel a lot more cohesive.

Irving talks a little bit around the obvious elephant in the room — the future of Yahoo — noting that the product staff was trying to focus and forget the storm going on outside.

“We have dreams about what this company can be,” says Irving.

You and me both, brother.

12:04 pm: More questions that are too detailed for my tastes, since they have delivered lunch and I can see it and I am ravenous.

As Parsey might say: It looks deliiiiiccccious.

Now, let’s hope Yahoo can do even more tasty stuff.

The location data appears to be collected using cellphone towers and Wi-Fi access points near a user’s phone and doesn’t appear to be transmitted back to Apple. Apple didn’t immediately respond to a request for comment.

Still, the fact that the iPhone is collecting and storing location data—even when location services are turned off–is likely to renew questions about how well users are informed about the data being gathered by their cellphones. The fact that the iPhone stores months’ worth of location data was disclosed by two researchers last week.

Read the rest of this post on the original site »

So says Twitter, which is publicly calling out a MediaPost report published yesterday in which writer Laurie Sullivan said she had gotten a look at a test version of the platform, via Clix Marketing, an online ad buying shop.

Twitter says what Sullivan actually saw was the dashboard tool that Twitter provides all of its advertisers to give them an update on how their ads are performing and allow them to make tweaks to their campaigns. But Twitter ad buyers still have to work with humans, for now, either directly at Twitter or via intermediaries that do so, like Clix.

Here’s the official statement from spokesman Matt Graves: “Reports that Twitter is testing a self-serve ad platform are inaccurate. Our self-serve ad product will launch later this year.”

I’ve reached out to MediaPost for comment.

UPDATE: MediaPost’s Laurie Sullivan argues with Twitter over the definition of “self-serve.”

According to sources close to the situation, online textbook rental company Chegg has acquired Cramster, a social online homework help platform.

The Pasadena, Calif.-based Cramster is the leading online study community, offering expert Q&A help, study groups and practice tests and problems. College and high school students, teachers, professors, parents and other experts add information into the network on a large range of subjects.

It was founded in 2002 and now has one million members, using either a free or premium service.

The Cramster purchase is one in a series of start-up acquisitions that Chegg has been making of late, part of a strategy to be a central place for student needs.

In late September, the company bought CourseRank, a Mountain View, Calif., start-up that helps students share course schedules, take classes with friends, and read and write reviews on classes and professors, as well as find out how professors grade.

To expand, Chegg has raised a whopping $220 million in funding from a number of venture firms, including Kleiner Perkins.

That’s because Chegg has become the front-runner in the increasingly competitive online textbook rental space, as it seeks to disrupt the $10 billion college textbook business.

Chegg got its start in 2005 at Iowa State University as a classified rental service, where books were the dominant item, but evolved its business to focus on actually doing the textbook rentals.

The company’s unusual name, Chegg, is a mashup of “chicken and egg,” and its model is similar to that of innovative video rental outfit Netflix.

Chegg now serves close to 7,000 schools across the U.S.

Typically, renting a book costs a fraction of what buying one outright does. It is ordered online and then sent to a renter, who then returns it.

Terms of the Cramster deal were not clear.

After announcing its second-quarter earnings this afternoon after the markets closed, Yahoo (YHOO) CEO Carol Bartz and CFO Tim Morse held the usual conference call.

The results: Net income and margins were up at the Silicon Valley Internet giant, while revenue was meh. Display advertising growth was up, while search ad revenue was down.

Revenue and worries about future direction turned out to be the questions of the day.

2:03 pm PT: While she touted the improved margins with a confident tone, a nice accomplishment, Bartz quickly pointed out the obvious on revenue weakness.

She blamed a combo of issues, such as not monetizing search-share improvements.

“How do we measure our business?” asked Bartz, in her financial soliloquy. Another laundry list of stuff, such as engagement, editorial expertise and scale.

Then it was off to the races with updates on Yahoo’s social, local, video and mobile improvements.

That would be things such as integration with social networking powerhouse Facebook and online gaming phenom Zynga, more video all over the site and other initiatives to spur consumer engagement.

Bartz’s faves are the “Bikini 101″ videos, she said, which apparently get you ready for the summer season.

BoomTown last wore a bikini in 1974.

2:12 pm PT: Morse came on and started going over the numbers.

Yay on costs and margins. Not-so-yay on revenue growth.

You get the picture. Morse had some excuses, all of which seemed reasonable, including a pullback of advertisers in July.

More numbers on the savings from the Microsoft (MSFT) search and advertising alliance, tax issues, guidance, cash status and more.

I like listening to Morse, who always sounds super-competent. But he completely bores my assistant, Ed, just like other CFOs he is subjected to in earnings season, since I blast these calls on my computer’s speakers.

Sorry, Tim!

2:27 pm PT: Bartz was back and talking about display advertising and how Yahoo is working on all kinds of new schemes to improve advertiser experience, as well as to engage consumers more.

Onto search, which has long been Yahoo’s Achilles heel, no matter how Bartz spins it. Revenue per search is down and has been, which is a problem.

“As for search, we remain focused on growing our search business,” she said firmly. We’ll see about that after a year into the deal with Microsoft.

She touched on the controversy around contextual search being counted on comScore (SCOR) and dismissed it–although we will see how that turns out!

Then Bartz gave an update on the Microsoft alliance transition. Nothing new here, and the hope is that it will begin to take place by the end of the year, but only if it can be done with “quality.”

Bartz then touted Yahoo’s performance related to delivering information on the World Cup soccer, which she should as the company’s media arm did a bang-up job.

More on improvements in development and innovation, although it was a little light on deep examples.

Bartz summed up by again mentioning margin improvements, which was a good idea, and then moved onto Q&A.

2:38 pm PT: First question is about revenue lag, natch.

Bartz noted that customers’ marketing budgets are “easy to turn on and off.” The perils of the ad market! But, she said, she felt it was more of an overall market issues, rather than Yahoo-specific.

The next question was about page-view decline. Are these Wall Street analysts actually doing their job?

Morse answered that page views might not be all that anymore, since consumer use of Web technologies has changed.

“What we are trying to do is move toward a more holistic view,” he said.

But he admitted, “It is honestly a bit of a surprise.” Say what?!?

The next question was more on display advertising revenue drop-off and inquired about whether it impacted search.

Bartz said she thought it was because of those nagging on-off switches marketers can use!

The next question was about revenue pick-up on bucket tests of new system with Microsoft and, again, more on where the weakness in revenue is located.

“I will tell you we are pleased with it,” said Bartz coyly about the Microsoft test results.

As to revenue slowdown: No specific category and it was those big knob-turning customers.

More on cost-cutting and advertising revenue, which were essentially the same question over and over.

It is the right question, too.

At one point, Bartz talked about redefining advertiser expectations and how targeting was a better way to get to consumers.

Actually, it is pretty much about that old sales mantra of ABC: Always Be Closing!

More shuffling the papers about what was going on and what was coming next. Bartz noted that consumer confidence is “really weird now.”

Then there was a question about this “science, art and scale” motto that Yahoo has been using and calling SAS for short (internally, many move the letters around to make a naughty word).

The larger point, said Bartz, was that Yahoo is one of the new places that can deliver big results to advertisers in an unusual and engaging way.

True enough, which begs the question again: So what’s with these weak revenues? And, of course, what is Bartz going to do about it?

“The AT&T and iPhone combo turned in the fastest average speeds–downstream and upstream–of the four carrier/smartphone combinations we tested, outperforming its rivals in more than three-fourths of the cities we sampled,” PC World explained it its study.

“AT&T connected the iPhone at an average download speed of 1259 kbps, and an average upload speed of 215 kbps over the 13 testing cities,” the study notes. “The iPhone clocked download speeds of at least 1000 kbps in more than 60 percent of our testing locations, with burst rates often exceeding 3000 kbps, and we managed to obtain a reliable connection in 91 percent of our AT&T/iPhone tests.”

The PC World study confirms results of a similar 12-city 3G performance study by Gizmodo last year.

A remarkable improvement, although it should be noted that San Francisco is still plagued by reliability issues. PC World found just 55 percent of connections made on AT&T’s network in the city to be successful. Bay Area users can only hope that the additional cell towers, cell site upgrades and increased back-haul capacity the carrier is said to be rolling out will improve this metric in short order.

PREVIOUSLY:

• AT&T: “We’re Closing the Gap” in New York and San Francisco
• Apple COO: Leave AT&T Alone
• If You Think AT&T Has Network Problems Now, Just You Wait
• AT&T 3G Improving–If You Can Get a Signal
• Admitting You Have a Problem Is the First Step, AT&T
• Usage-Based Data Pricing: The Solution to AT&T’s iPhone Problems?
• AT&T Ranked Last in Consumer Reports’ Best Cellphone Service Survey
• Apple Joins AT&T/Verizon Spat With New iPhone Ads
• AT&T Awarded Hug and a Box of Tissues in Verizon Ad Case
• Time to Cut AT&T Some Slack, iPhone Users?
• Thanks, iPhone: 2,000 Percent Increase in Bay Area Data Traffic Since 2008, Says AT&T
• Verizon to AT&T: Do Yourself a Favor and Shut Up
• Frosty’s Winter Litigation Wonderland: AT&T Demands Verizon Pull Holiday iPhone Ads
• Verizon Banishes iPhone to Island of Misfit Toys
• Verizon on AT&T Suit: There’s a Word for That. “Junk
• Verizon to iPhone Users: “Want Five Times More 3G Coverage? There’s a Map for That.”
• iPhone Owners Would Like to Replace Battery, AT&T

The new pricing structure is being described as a test to determine whether a lower price point will increase sales. According to the FT, at least a few networks have agreed to a lower download price for their content, though it’s not clear which ones those are.

Meanwhile, Apple (AAPL) continues to work on ginning up interest in the monthly iTunes subscription TV service MediaMemo first reported last November–though without much success. People familiar with the offering say network talks appear to have stalled, at least for the time being.

Redmond is set to roll out AdECN, the “real-time” ad exchange it bought in 2007, within the next two weeks. But only in the most cautious of tests: Microsoft (MSFT) will open up AdECN to a handful of ad buyers and says it will only allow them to purchase a “select, limited amount of Microsoft inventory.”

Which means that even as Google’s AdX exchange, relaunched last fall, continues to gather momentum, Microsoft will still be dabbling around the edges. And some industry sources tell me they’re not sure that Microsoft is convinced it wants to launch an exchange at all.

The promise of the exchanges is that they allow ad sellers and buyers to haggle over specific pieces of inventory at the moment Web surfers are engaged with them.

That’s theoretically important because it means an ad buyer can determine if a visitor who is, say, looking at this Web page at this very second is worth more or less than the one who was looking at it just before. Or after. Etc.

Entrepreneurs and investors in ad technology think this is a big deal, because it will allow dollars to flow into online display ads much more efficiently. Traditional publishers, though, fear that the exchanges will simply function as more traditional ad networks do–that is, they will commodify most of their ad inventory and push prices even lower.

Microsoft itself is having that debate about its own exchange, sources familiar with the company tell me. They tell me that some executives in Redmond are desperate to launch AdECN in order to compete with Google (GOOG)–and likely, Yahoo (YHOO), which is testing its own real-time platform. But others aren’t eager to launch a product that may end up pushing down prices on Microsoft properties like MSN.

That would explain the long delay in launching AdECN, which has been promised for many months. Most recently, industry sources were telling me that Microsoft would launch the exchange in January.

It appears they’ll be off by a few days. Here’s Microsoft’s statement to me in response to a question about AdECN’s launch date and plans:

To date, we’ve been piloting the AdECN Federated exchange system internally with Microsoft Content Ads and through the Microsoft Media Network. In the next two weeks, we are extending it to a select group of advertising network partners in a test phase, which will enable participants to bid for media in real-time across a select, limited amount of Microsoft inventory. We’ve been intentional in our launch approach–by initiating this test with a small group we believe that will help us to refine and build future functionality. We expect to share more details about this test and our strategy in the coming months.

But Microsoft’s (MSFT) historic rival, Apple (AAPL), isn’t sitting still. After releasing its own new operating system, Snow Leopard, in August, Apple this week is rolling out new versions of two of the best- known Macs: its iconic all-in-one iMac desktop, and its least-expensive laptop, the MacBook.

Though both new Macs sport important improvements, they are evolutionary, not revolutionary, and neither follows the industry trend toward bargain-basement prices. The MacBook is still $999, and the iMac still starts at $1,199, though the company is giving users more power and features at those same price points. You can pay much less for laptops and desktops from competitors like Dell (DELL) and Hewlett-Packard (HPQ).

Apple is, however, introducing one revolutionary product this week: a $69 mouse called the Magic Mouse. It’s the first mouse I’ve seen whose entire surface acts like a laptop trackpad, and allows fingertip multitouch gestures for scrolling and flipping through lists, photos and Web pages on the screen, while still performing traditional cursor movements and clicking. This mouse comes with the new iMac and will be usable on most other Macs as well, once Apple offers a software update for them. It worked well for me.

I’ve been testing these new computers for a few days, and I can recommend both. The new iMacs have spectacular screens that are larger and sport much higher resolutions than those on their predecessors. They also add more memory capacity, bigger hard disks and faster processors.

The new $999, 13″ MacBook now includes most of the key features of the similar-sized MacBook Pro, which costs $200 more. These include a large multitouch trackpad, significantly enhanced battery life, and a brighter screen. Despite its lower price, the lowly MacBook comes with a 56% larger hard disk (250 gigabytes versus 160) than the Pro model.

The New iMacs

Apple has kept the basic design of the iMac, which looks like a stand-alone monitor but has a powerful computer built in. But the new models have larger, wider screens that have been re-sized to match up with high-definition video. The $1,199 base model has a 21.5″ screen, compared to the old 20″ screen, and has 17% higher resolution.

The highest-priced models, at $1,699 and $1,999, have huge 27″ screens, versus 24 inches for the older models, and they have a 60% increase in resolution.

The $1,199 base iMac has 4 gigabytes of memory, double the amount in the prior base model, and a 500 gigabyte hard disk, up from 320 gigabytes. The costlier editions have a one terabyte hard disk, which is roughly 1,000 gigabytes. The top model has a more powerful graphics card and a heavy-duty processor.

All the iMacs now have slots for SD flash memory cards, and the large-screen models can act as external monitors.

In my tests, using a 27″ model, the machine was fast and the screen was brilliant at displaying hi-res photos and high-definition video. Its width allowed me to treat it like two monitors, with, say a Microsoft Word document on the left and a Web page on the right.

One downside: the $1,499 model now has a smaller screen—21.5″ versus 24″—though it has a larger hard disk and better graphics card.

The New MacBook

This 13″ laptop, like its predecessor, is shiny white plastic, but has been redesigned to have more-rounded edges and a rubbery non-slip bottom. It now has the Pro’s large Apple trackpad, which acts as both a huge mouse button and a surface for fingertip gestures like two-finger scrolling, and resizing and rotating photos. It’s still 1.08″ thick—but is a bit longer and wider than the older model, though it weighs less: 4.7 pounds versus 5 pounds.

Apple has dropped the FireWire port from this machine, as well as its ability to be run via a remote control. And it still lacks an SD card slot. But it now has a large sealed battery that Apple claims can last up to 7 hours between charges. On my tough battery test, where I turn off all power-saving features and play music constantly, the MacBook lasted just over five hours. In normal use, I estimate it could easily top six hours.

In my tests, this MacBook was fast and reliable using a wide variety of programs. It started up cold in a mere 22 seconds, and was ready to go after a restart, with several programs running, in 44 seconds. For anyone on a budget, it’s a better deal than the 13″ MacBook Pro, especially considering its larger hard disk.

These new models now round out a full line of refreshed Macs, but they will face stiff new competition from a horde of PCs running the new and better version of Windows.

Find all of Walt Mossberg’s columns and videos online, free, at the All Things Digital Web site, walt.allthingsd.com. Email him at mossberg@wsj.com.

]]> http://allthingsd.com/20091021/apples-new-imac-macbook-grow-better-brighter/feed/ 0 http://allthingsd.com/20090302/a-sneak-peek-look-at-microsofts-new-kumo/ http://allthingsd.com/20090302/a-sneak-peek-look-at-microsofts-new-kumo/#comments Tue, 03 Mar 2009 01:07:50 +0000 Kara Swisher http://kara.allthingsd.com/?p=10555

Here below are three screenshots of Microsoft’s internal test of a new search product called Kumo.

The long expected upgrade to the Live Search product from Microsoft (MSFT) is being tested for a public rollout later this year.

The blogosphere was a-twitter, literally, after a Twitter post by Powerset co-founder Barney Pell this past weekend, about a rebranding and updating of the search offering. (Microsoft acquired Powerset last year and Pell works on search strategy.)

Sources at Microsoft said the company has not yet decided whether it will keep the Kumo name, which sounds a little too much like that crazy dog from the Stephen King novel.

Maybe that’s the point, at least related to Google. (Chomp!)

In Japanese, actually, Kumo has two definitions–cloud and spider.

Microsoft has been trying to catch up in the search game by spending big-time after it failed to acquire Yahoo (YHOO) last year.

And it still wants to do a search deal with Yahoo, in order to make a dent in the market dominance of Google (GOOG).

Until then, of course, Microsoft must innovate. And, so far, Kumo seems to be an interesting effort with a clean and spare look.

But what do you think? Let me know in the comments.

Also, here is the memo from Microsoft search head Satya Nadella about it, urging all company employees to try it out and send feedback:

From: Satya Nadella
Sent: Monday, March 02, 2009 4:18 PM
To: Microsoft–All Employees (QBDG)
Subject: Announcement: Internal Search Test Experience

The Search team needs you. We’ve been working hard to improve our search service and want to share the progress we are making with you. We are launching a new test program called kumo.com for employees to try and provide feedback. Kumo.com exists only inside the corporate network, and in order to get enough feedback we will be redirecting internal live.com traffic over to the test site in the coming days. Kumo is the codename we have chosen for the internal test.

In spite of the progress made by search engines, 40% of queries go unanswered; half of queries are about searchers returning to previous tasks; and 46% of search sessions are longer than 20 minutes. These and many other learnings suggest that customers often don’t find what they need from search today.

We believe we can provide a better and more useful search experience that helps you not just search but accomplish tasks. During the test, features will vary by country, but you’ll see results organized in a way that saves you more time. An explorer pane on the left side of results pages will give you access to tools that help you with your tasks. Other features like single session history and hover preview help accomplish more in search sessions.

Your Next Search…

To get started, visit kumo.com or click one of the samples below to see how it’s possible to find the right results more easily:

· Audi S8
· Taylor Swift
. Bose Lifestyle 48

You can also set your search defaults to test site using the instructions here.

Your Feedback is Critical

As employees, you are some of our most informed users and our toughest critics, and we highly value your input and feedback to help us build a better service. You have been an important voice in our efforts, and the feedback you’ve sent us since the company meeting has been amazing.

When you visit kumo.com, at the bottom right corner of the each page you’ll see a feedback badge. We ask that each time you use the test site, click the feedback badge and take a moment to answer four quick and simple questions. Feel free to reach out to give us extra feedback directly on our blog and by mailing sfeed. For answers to common questions make sure to see our FAQ.

We are committed to rapid innovation and improvement. Please give the test site a try, rate the results and let us know what you think.

Satya

Here are the three screenshots too (click on the images twice to make them larger):

Taylor Swift

Audi S8

Bose Lifestyle 48

]]> http://allthingsd.com/20090302/a-sneak-peek-look-at-microsofts-new-kumo/feed/ 9 http://allthingsd.com/20080220/grading-neighborhood-schools/ http://allthingsd.com/20080220/grading-neighborhood-schools/#comments Wed, 20 Feb 2008 00:01:00 +0000 Katherine Boehret http://solution.allthingsd.com/20080220/grading-neighborhood-schools/ Education — an issue that affects everyone in some way or another — is an ideal candidate for discussions on the Web. There, parents, students and teachers can ask questions under the cloak of Internet anonymity, which enables conversations about personal topics such as learning disabilities and teacher conflicts.

But the vastness of the Internet can leave many people wondering where to begin, especially when asking sensitive questions about education. And, even in a sea of discussions and forums on education, parents are often hungry for one piece of information above all else: data that helps them select a school for their children.

Education.com’s SchoolFinder (top right) enhances an already rich Web site (top left), while GreatSchools.net (above) works education-related content into school search results.

So this week I tried three education-related Web sites that dedicate some or all of their resources toward providing free school comparisons, including demographics, test results, teacher-to-student ratios and percentages of students eating free and reduced-price lunches.

I performed various school queries using Education.com Inc., GreatSchools Inc.’s GreatSchools.net and SchoolMatters.com by typing in a ZIP Code, city, district or school name. Overall, GreatSchools and Education.com offered the most content-packed environments, loading their sites with related articles and offering community feedback on education-related issues by way of blog posts or surveys. And though GreatSchools is 10 years older than Education.com, which made its debut in June, the latter has a broader variety of content and considers its SchoolFinder feature — newly available as of today — just a small part of the site.

Both Education.com and GreatSchools.net base a good portion of their data on information gathered by the Department of Education and the National Center for Education Statistics, the government entity that collects and analyzes data related to education.

SchoolMatters.com, a service of Standard & Poor’s, is more bare-bones, containing quick statistical comparisons of schools. (S&P is a unit of McGraw-Hill Cos. [MHP]) This site gets its content from various sources, including state departments of education, private research firms, the Census and National Public Education Finance Survey. This is evidenced by lists, charts and pie graphs that would make Ross Perot proud. I learned about where my alma mater high school got its district revenue in 2005: 83% was local, 15% was state and 2% was federal. But I couldn’t find district financial information for more recent years on the site.

All three sites base at least some school-evaluation results on test scores, a point that some of their users critique. Parents and teachers, alike, point out that testing doesn’t always paint an accurate picture of a school and can be skewed by various unacknowledged factors, such as the number of students with disabilities.

Education.com’s SchoolFinder feature is starting with roughly 47,000 schools in 10 states: California, Texas, New York, Florida, Illinois, Pennsylvania, Ohio, Michigan, New Jersey and Georgia. In about two months, the site hopes to have data for all states, totaling about 60,000 public and charter schools. I was granted early access to SchoolFinder, but only Michigan was totally finished during my testing.

SchoolFinder lets you narrow your results by type (public or charter), student-to-teacher ratio, school size or Adequate Yearly Progress (AYP), a measurement used to determine each school’s annual progress. Search results showed specific details on teachers that I didn’t see on the other sites, such as how many teachers were fully credentialed in a particular school and the average years of experience held by a school’s teachers.

The rest of the Education.com site contains over 4,000 articles written by well-known education sources like the New York University Child Study Center, Reading is Fundamental and the Autism Society of America. It also contains a Web magazine and a rather involved discussion-board community where members can ask questions of like-minded parents and the site’s experts, who respond with advice and suggestions of articles that might be helpful.

Private schools aren’t required to release test scores, student or teacher statistics, so none of the sites had as much data on private schools. However, GreatSchools.net at least offered basic results for most private-school queries that I performed, such as a search for Salesianum School in Delaware (where a friend of mine attended) that returned the school’s address, a list of the Advanced Placement exams it offered from 2006 to 2007 and six rave reviews from parents and former students.

GreatSchools.net makes it easy to compare schools, even without knowing specific names. After finding a school, I was able to easily compare that school with others in the geographic area or school district — using a chart with numerous results on one screen. After entering my email address, I saved schools to My School List for later reference.

I couldn’t find each school’s AYP listed on GreatSchools.net, though these data were on Education.com and SchoolMatters.com.

SchoolMatters.com doesn’t provide articles, online magazines or community forums. Instead, it spits out data — and lots of it. A search for “Philadelphia” returned 324 schools in a neat comparison chart that could, with one click, be sorted by grade level, reading test scores, math test scores or students per teacher. (The Julia R. Masterman Secondary School had the best reading and math test scores in Philadelphia, according to the site.)

SchoolMatters.com didn’t have nearly as much user feedback as Education.com or GreatSchools.net. But stats like a school’s student demographics, household income distribution and the district’s population age distribution were accessible thanks to colorful pie charts.

These three sites provide a good overall idea of what certain schools can offer, though GreatSchools.net seems to have the richest content in its school comparison section. Education.com excels as a general education site and will be a comfort to parents in search of reliable advice. Its newly added SchoolFinder, while it’s in early stages now, will only improve this resource for parents and students.

Edited by Walter S. Mossberg

Email mossbergsolution@wsj.com

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