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For AOL, the In2TV deal is part of a broad strategy to attract people with free sports gam
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C．NG
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New Light in Internet Service
A new internet service
Looking for "The Fugitive？" Didn't get enough "Eight Is Enough？" Would you like to "Welcome Back, Kotter" one more time？
Warner Brothers is preparing a major new Internet service that will let fans watch full episodes from more than 100 old television series. The service, called In2TV, will be free, supported by advertising, and will start early next year. More than 4 800 episodes will be made available online in the first year.
The benefit of the new technology
The move will give Warner a way to reap new advertising revenue from a huge trove of old programming that is not widely syndicated.
Programs on In2TV will have one to two minutes of commercials for each half-hour episode, compared with eight minutes in a standard broadcast. The Internet commercials cannot be skipped.
America Online, which is making a broad push into Internet video, will distribute the service on its Web portal. Both it and Warner Brothers are Time Warner units. An enhanced version of the service will use peer-to-peer file-sharing technol0gy to get the video data to viewers.
Warner, with 800 television programs in its library, says it is the largest TV syndicator. It wants to use the Internet to reach viewers rather than depend on the whims of cable networks and local TV stations, said Eric Frankel, the president of Warner Brothers' domestic cable distribution division.
"We looked at the rise of broadband on Internet and said, 'Let's try to be the first to create a network that opens a new window of distribution for us rather than having to go hat in hand to a USA or a Nick at Night or a TBS,'" Mr. Frankel said.
Warner's offering comes at a time when television producers and networks are exploring new ways to use digital technology to distribute programs.
The Competition among different distributors
Many of the recent moves include charging viewers for current programs. ABC has started selling episodes of some programs to download to Apple Pods for ＄1.99. And NBC and CBS announced last week that they would sell reruns of their top new shows for 99 cents an episode through video-on-demand services. CBS is working with Comcast and NBC with DirecTV. The CBS programs to be sold on Comcast include commercials, but viewers can skip them. The NBC programs on DirecTV and the ABC programs from Apple have no commercials.
Of the media companies' new experiments, Peter Storck, president of the Points North Group, a research firm, remarked, "They are saying let's take the plunge, put the content out there, and figure out how to monetize it." Programs on In2TV will range from recently canceled series like "La Femme Nikita' to vintage shows like "Maverick" from the early 1960's . Other series that will be available include "Chico and the Man," "Wonder Woman" and "Babylon 5."
"The company will offer a changing selection of several hundred episodes each month, rather than providing continuous access to all the episodes in a series," Mr. Frankel said, "so as not to cannibalize (拆分) potential DVD sales of old TV shows."
"And in the future, when Warner negotiates with cable networks to syndicate popular programs," Mr. Frankel-said, "the price will be higher if the network wants it kept off the Internet."
For AOL, the In2TV deal is part of a broad strategy to create a range of video offerings to attract people to its free AOL. com portal. It already offers some video news and sports programs from CBS News, ABC and CNN.
At the same time, it is creating programming aimed at women and young people, including an online reality series called "The Biz," giving contestants the chance to become a music producer, in conjunction with the Warner Music Group (which is no longer owned by Time Warner).
Next month AOL
A．Y
B．N
C．NG
A.Google获得的结果数量比AOL少，但理论上有更好的检索质量
B.Google获得的结果数量比AOL多，且理论上有更好的检索质量
C.Google获得的结果数量比AOL少，且理论上有更差的检索质量
D.Google获得的结果数量比AOL多，但理论上有更差的检索质量
A.DB2
B.IIS
C.SQL
D.JSP
Social Networking
A large but long-in-the-tooth technology company hoping to become a bigger force in online advertising buys a small start-up in a sector that everybody agrees is the next big thing. A decade ago, this was Microsoft buying Hotmail--the firm that established web-based e-mail as a must-have service for internet users, and promised to drive up page views, and thus advertising inventory, on the software giant's websites. This month it was AOL, a struggling web portal (入口网站) that is part of Time Warner, an old-media giant, buying Bebo, a small but up-and-coming online social network, for $ 850m.
Both deals, in their respective decades, illustrate a great paradox of the internet in that the premise underlying them is precisely half right and half wrong. The correct half is that a next big thing--web-mall then, social networking now--can indeed quickly become something that consumers expect from their favorite web portal. The non sequitur(推论，结论) is to assume that the new service will be a revenue-generating business in its own right.
Web-mall has certainly not become a business. Admittedly, Google, Microsoft, Yahoo!, AOL and other providers of web-mall accounts do place advertisements on their web-mail offerings, but this is small beer. They offer e-mail--and volumes of free archival (档案的) storage unimaginable a decade ago--because the service, including its associated address book, calendar, and other features, is cheap to deliver and keeps consumers engaged with their brands and websites, making users more likely to visit affiliated pages where advertising is more effective.
Social networking appears to be similar in this regard. The big internet and media companies have bid up the implicit valuations of MySpace, Facebook and others. But that does not mean there is a working revenue model. Sergey Brin, Google's co-founder, recently admitted that Google's "social networking inventory as a whole" was proving problematic and that the "monetization work we were doing there didn't pan out as well as we had hoped". Google has a contractual agreement with News Corp to place advertisements on its network, MySpace, and also owns its own network, Orkut. Clearly, Google is not making money from either.
Facebook, now allied to Microsoft, has fared worse. Its grand attempt to redefine the advertising industry by pioneering a new approach to social marketing, called Beacon, failed completely. Facebook's idea was to inform. a user's friends whenever he bought something at certain online retailers, by running a small announcement inside the friends' "news feeds". In theory, this was to become a new recommendation economy, an algorithmic (算术的) form. of word of mouth. In practice, users rebelled and privacy watchdogs cried foul. Mark Zuckerberg, Facebook's founder, admitted in December that "we simply did a bad job with this release" and apologized.
So it is entirely conceivable that social networking, like web-mail, will never make oodles of money. That, however, in no way detracts from its enormous utility. Social networking has made explicit the connections between people, so that a thriving ecosystem of small programs can exploit this "social graph" to enable friends to interact via games, greetings, video clips and so on.
But should users really have to visit a specific website to do this sort of thing？ "We will look back to 2008 and think that we had to go to a destination like Facebook or LinkedIn to be social," says Charlene IA at Forrester Research, a consultancy. Future social networks, she thinks, "will be anywhere and everywhere we need and want them to be". No more logging on to Facebook just to see the "news feed" of updates from your friends; instead it will come straight to your e-mail inbox, RSS reader or instant messenger. No need to upload photos to Facebook to show them to friends, since those with priv
A．Y
B．N
C．NG
A.Its market meltdown has been easily halted.
B.It has increased trade with the newspaper industry.
C.It has encountered utter failure since its stock debut.
D.Its shareholders have invested $ 50 billion in a social network.
Keeping the Net Secure
On September 11 traditional telephone providers did a heroic job of struggling to restore service. When the World Trade Center towers fell, they severely damaged a Verizon central office with 350,000 voice lines and 3.5 million data circuits carrying the financial information that is the lifeblood of Wall Street firms. Verizon employees and those of many other telecommunications carders worked night and day, alongside the firemen, the police, and volunteers, at their own recovery job. In about a week they had rerouted some two million data circuits, restored switches, and installed temporary power supplies. The other 1.5 million circuits originated in buildings that no longer exist.
In the days after the attack the number of voice calls in the five boroughs of New York City doubled, from the normal 115 million a day to more than 230 million. For the next six days Verizon waived charges for its pay phones in Manhattan. On a single day following the disaster residents placed some 22,000 local calls free of charge from regular sidewalk pay phones below Canal Street, and Williams Communications switched five million voice calls in the metropolitan area-three times the average daily volume. AT&T's long-distance volume jumped from a weekday average of about 300 million domestic voice calls to more than 431 million on September 11, the busiest weekday ever across AT&T's domestic voice network.
But despite the efforts to keep them in operation, under the extraordinary pressure of September 11 the traditional voice-telecommunications systems in the New York area and the Washington, D.C. area--both wire and wireless--were significantly overtaxed. In East Coast cities cell-phone networks could not keep up with demand. Many long-distance calls inbound to New York City were blocked, in part to reserve circuits for outgoing calls. On that day the Internet proved its value as an essential part of the modem communications system.
More than half of America now uses the Internet. Globally, users number more than 300 million. Virtually all large businesses use the public Internet or private versions of the same technology to conduct their most important activities. So it was not surprising--although it was staggering--to see that on September 11 more than 1.2 billion instant messages were sent by AOL users alone. Slipping past the congested voice networks onto the PC screens of friends and family around the globe were the ties that bind us in the modem world: "R U OK？" "ALRIGHT？ “ “U THERE？"
As voice networks blocked incoming calls to New York in order to relieve congestion, some carders pushed their voice traffic over the Internet. ITXC, which specializes in Internet voice services, saw its domestic wholesale business double on September 11 as carriers searched for new channels of communication; Yahoo's PC to Phone calling service increased by 59 percent. The performance of these voice-over-IP services suggests that in only a handful of years most voice traffic is likely to be carded on the Internet.
Why did the Internet work so well in the face of huge volume？ Because its "distributed" technology is inherently robust. "Normal" phone connections, whether by means of wired line networks or by wireless cellular networks, open a specific circuit, or channel, connecting the person who is called and the caller. Just as if a superhighway lane were opened for one car only, the circuit remains dedicated to the conversation even if no one is speaking at the moment. If too many circuits are requested at one time, the system blocks calls.
In contrast, Internet messages don't travel on designated circuits. Instead, the messages are coded in is and Os, and then disassembled into packets of data. The packets go out from the PC down the phone line and into the maze of interconnected fibers that envelops every metropolita
A．Y
B．N
C．NG
