Freemarket Marketplace

Tuesday, October 1, 2013

YouTube Marketing Ideas for Beginners

Affiliate Marketing VideoOnline marketing is the “in” thing in the 21st century, so it’s natural that YouTube marketing would be a great place to start a successful affiliate marketing campaign. We live in the age where an online retail store can work as well as a shop across the street. The necessary tools used for the marketing of the products, business, skills, or other stuff are everywhere on the Internet, and video is one that you definitely can’t overlook.
It’s surprising yet fascinating to know that the very same Internet we use for surfing and finding out valuable info can be used as a tool for marketing. As is the case with many other “tools”, you just have to have the right skills and knowledge in using it to its best potential.
YouTube marketing is another brilliant platform to showcase and sell your products, propagate your business and other retail outlets, or even for self-promotion and talent hunt! Being home to the world’s largest collection of videos by the YouTube users from all over the world, YouTube allows its users to upload videos on the site for free.

Gaining Instant Popularity

With YouTube, the users are just a camera and a click away from gaining the power of fame, but even though the process of making and uploading a video is simple, the gaining of views is not as easy.
Hence, a lot of good videos don’t gain as much access as they should but some with a comparatively linear plot and approach end up gaining viral popularity. To help you gain a similar following, you can buy YouTube views from different sites offering various programs.
This may sound tricky or unbelievable, but you will soon discover that it’s not just about giving some extra bucks to gain some views; it’s about giving some to gain a whole lot more!

Get a Succession of Real Views

So what is in store for you if you buy YouTube views? First, it would help build a following for your video. Then, as the video gains more views it becomes popular, promoting your idea or product to different parts of the globe and making your concept reach a wider audience.
Not only that, if you buy YouTube views, you will also be able to choose from the age groups of the people, and target a primary audience if your project or theme requires for you to do so. All you have to do is to pay attention to the important details and key points in making your video more appreciable, professional and better.
As you gain your experience with marketing in the social world, you’ll eventually come to know of your own grits and tricks to use in your future videos.

See the Viewing Bomb Tick and Your Popularity Soar

To buy YouTube views, you will have to take advantage of the various programs and sites on the Internet and peruse the client feedback and site reputation for authenticity and confirmation. And once your transaction is made, you can sit back and relax, watching your video gain views in a timely fashion and healthy succession, which would’ve been impossible to get otherwise.

Monday, September 30, 2013

Boost Software™ INC Winner in 2013 WebAwards

In addition to such recent awards as the Best in Biz award (a distinction shared by Epson and Dell) and its status as a Microsoft Gold Partner, Boost Software™ recently won a WebAward from the Web Marketing Association for its PC HealthBoost™ software.
Boston, MA (PRWEB) September 16, 2013
2013 WebAwardsBoost Software™ INC recently won the Computer: Software Standard of Excellence award from the Web Marketing Association’s WebAward. The young software corporation won the award in relation to the company’s PC HealthBoost™ registry cleaner & PC Optimization software.
“We’re always proud to win a worthy award,” said Erin Walsh, Boost Software’s Director of Public relations. “We have quite a bit to be proud of lately.”
What makes PC Health Boost™ winning software? The program is built to stricter standards than most registry cleaning software on the market. Many registry cleaners are repackaged or rebranded versions of the same whitelabel software.
PC HealthBoost™, however, was built from the ground up. Owners Peter Dunbar and Amit Mehta spent 12 months and over $300,000 in development costs from the software. They also integrated 24/7 customer support for the software, available from first-world call centers.
Aside from being a consumer favorite for the last 3 years, the program also earned Boost Software aMicrosoft Gold: Application Development partnership.
Mehta and Dunbar decided to create PC HealthBoost™ after selling similar products for other merchants online. They soon discovered a dearth of products they felt comfortable selling, and became frustrated at the lack of quality registry cleaners on the market. They discovered that the few that had quality programming typically did not have quality service to match.
So they spent a year and over a quarter of a million dollars developing a quality PC optimization tool. Unlike other registry cleaners—many of which are re-branded versions of the same whitelabel generic software—PC HealthBoost™ was put together from the ground up.
Another distinction the program’s owners wanted to make was that of customer support. Even the few registry cleaners they felt were worth buying lacked adequate support. The two vowed to change this with PC HealthBoost™, which offers 24/7 phone and email support based out of the United States, Australia and the UK.
Among other awards, PC HealthBoost™ has received the distinction of being a Brothersoft Editor’s Pick. According to the Brothersoft site, “PC HealthBoost™ is unique in that it uses a unique Algorithm (called ScanSafe) to clean the PC registry that’s safer and more stable than you’re Garden-variety registry cleaner.”
PC HealthBoost™ has received numerous other accolades, such as Tucows 5-Cow Rating. “With its cutting-edge PC optimization and registry cleaning technology, PC HealthBoost™ is head and shoulders above its competition in delivering speed, performance, and stability to your PC,” said the Tucows editorial review.
Boost Software™ was formed in 2009 by Amit Mehta and Peter Dunbar. Both owners sold software and other products prior to developing PC HealthBoost™. Mehta studied physics at MIT, while Dunbar is an experienced programmer, and was “hands-on involved” in the software’s development. More information about the company can be found at
As posted on Sept 16, 2013 on PRWeb:


Tuesday, September 24, 2013

Tencent’s worth

A Chinese internet firm finds a better way to make money

IS TENCENT one of the world’s greatest internet firms? There are grounds for scepticism. The Chinese gaming and social-media firm started in the same way many local internet firms have: by copying Western success. QQ, its instant-messaging service, was a clone of ICQ, an Israeli invention acquired by AOL of America. And unlike global internet giants such as Google and Twitter, Tencent still makes its money in its protected home market.
Yet the Chinese firm’s stockmarket valuation briefly crossed the $100 billion mark this week for the first time. Given that the valuation of Facebook, the world’s leading social-media firm, itself crossed that threshold only a few weeks ago, it is reasonable to wonder whether Tencent is worth so much. However, Tencent now has bigger revenues and profits than Facebook. In the first half of this year Tencent enjoyed revenues of $4.5 billion and gross profits of $2.5 billion, whereas Facebook saw revenues of $3.3 billion and gross profits of $935m.
The Chinese firm’s market value reflects the phenomenal rise in its share price. A study out this week from the Boston Consulting Group found that Tencent had the highest shareholder total return (share-price appreciation plus dividends) of any large firm globally from 2008 to 2012—topping Amazon and even Apple.
Tencent has created a better business model than its Western peers. Many internet firms build a customer base by giving things away, be they search results or social-networking tools. They then seek to monetise their users, usually turning to online advertising. Google is a glorious example. Other firms try to make e-commerce work. But as the case of revenue-rich but profit-poor Amazon suggests, this can also be a hard slog.
Tencent does give its services away: QQ is used by 800m people, and its WeChat social-networking app (which initially resembled America’s WhatsApp) has several hundred million users. What makes it different from Western rivals is the way it uses these to peddle online games and other revenue-raising offerings.
Once users are hooked on a popular game, Tencent then persuades them to pay for “value-added services” such as fancy weapons, snazzy costumes for their avatars and online VIP rooms. Whereas its peers are still making most of their money from advertising, Fathom China, a research firm, reckons Tencent gets 80% of its revenues from such kit (see chart).
This year China has overtaken America to become the world’s biggest e-commerce market, in terms of sales. It is also now the biggest market for smartphones. This means it may soon have the world’s dominant market in “m-commerce”, purchases on mobile devices.
Tencent’s main rivals in Chinese m-commerce are Baidu, which dominates search on desktop computers (helped by the government’s suppression of Google) and Alibaba, an e-commerce giant now preparing for a huge share offering. All three have gone on acquisition sprees, in an attempt to lead the market. The big worry for investors is the cost of this arms race.
Alibaba recently invested $300m in AutoNavi, an online-mapping firm, and nearly $600m in Sina Weibo, China’s equivalent of Twitter. Baidu has been even more ambitious, spending $1.85 billion to buy 91 Wireless, the country’s biggest third-party store for smartphone apps, and $370m for PPS, an online-video firm.
Tencent may have an edge over its two rivals in m-commerce because of the wild popularity of WeChat, which is used on mobile phones. But to ensure it stays in the race, it is also spending heavily. On September 16th it said it will spend $448m to acquire a big stake in Sogou, an online-search firm; it plans to merge its own flagging search engine (aptly named Soso) into the venture. It had previously invested in Didi Dache, China’s largest taxi-hailing app, and is rumoured to be interested in online travel and dating firms too.
The three Goliaths are buying up innovative firms because they are too big and bureaucratic to create things themselves, mutter some entrepreneurs (presumably not those being bought out handsomely). A more pressing worry for Tencent’s shareholders is that its lavish spending, on top of heavy investment in improving its unimpressive e-commerce offerings, will eat into profits. Worse, the m-commerce arms race risks distracting it from gaming and value-added services, the cash cows that are paying for everything else. A $100 billion valuation might then seem too rich.

Sunday, September 22, 2013

Intel’s Laser Chips Could Make Data Centers Run Better

Silicon chips with optical technology allow a new form of superfast data connection.

fiber optics

Intel hopes to make computing far more efficient by introducing a technology that replaces conventional copper data cables with faster optical data links. The breakthrough required Intel to fit lasers and other optical components onto silicon chips, which usually deal only with electronic signals.

The initial version of what Intel calls its silicon photonics technology can transmit data at speeds of 100 gigabits per second along a cable approximately five millimeters in diameter. Intel will offer it for use connecting servers inside data centers, where it can take the place of PCI-E data cables that carry data at up to eight gigabits per second and networking cables that reach 40 gigabits per second at best. The latest version of the USB standard common in consumer gadgets can move data at only five gigabits per second.

“We’re launching this in mass production, and Intel has decided to make a significant investment,” says Mario Paniccia, who has led Intel’s silicon photonics research for years and now heads the group commercializing it. “We have lots of customers.” Future versions of the technology are intended to appear outside data centers, perhaps in consumer applications.

Intel’s technology can significantly reduce the costs of running a data center—the large computing clusters that crunch data, run apps, and host websites. That’s because one of Intel’s new optical cables can replace 10 or more of the relatively bulky PCI-E copper cables that connect servers stacked on the same rack. Those cables impede the flow of air used to cool servers. Data centers vary in their efficiency, but it is typical for cooling to account for roughly half the cost of running a data center.

Intel’s silicon photonics technology can also be used to replace conventional Ethernet networking cables. It could allow companies to rethink established ways of organizing computers inside data centers.

Intel has developed a small circuit board that can be added to a server to upgrade it to the optical technology. The most important part of it is a compact module containing one or more silicon chips (Intel won’t say how many) that can convert back and forth between a computer’s electronic signals and optical ones able to travel down a fiber. Among the optical components inside the chips are four silicon lasers that can each stream data at a rate of 25 gigabits per second. A card can have more than one of those optical chips on it, depending on how much bandwidth is needed. Intel worked with Corning, best known for inventing the Gorilla Glass used in many mobile devices, to develop new connectors and cables to link up the new optical boards.

The current form of the technology was shaped by feedback from companies including Facebook, Microsoft, and cloud hosting company Rackspace, some of which have committed to using the technology, says Paniccia. Pricing and availability of the technology has not been announced, but it could create a significant new income stream for Intel. In 2012, a total of 8.1 million servers were shipped worldwide, according to IDC, and many companies such as Amazon, Apple, and Facebook are investing heavily in data centers (see “Inside Facebook’s Not-So-Secret New Data Center”).

Intel is also working with operators of extremely powerful computer clusters and super computers, including unspecified U.S. government agencies. Intelligence agencies such as the National Security Agency and CIA are known to use high-powered computers to process and analyze data collected through surveillance.

Today servers are self-contained computers with processors, memory, and storage that inhabit a single layer of a server rack. The bandwidth boost from silicon photonics makes it possible to instead fill a whole layer of a rack with processors, another with memory, and a third with storage. That can make upgrades faster and help make better use of cooling by directing it onto the components that need it most, says Pannicia.

Some of Intel’s partners are considering a more extreme version of that approach. It would see memory, processors, and data storage being kept in entirely separate cabinets, all linked with optical connections. That could allow further improvements to maintenance and cooling. It could also permit memory to be “virtualized” so that it is dynamically allocated to software and servers as needed, a more efficient approach than having it bound to specific servers.

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Saturday, August 31, 2013

Pressy: A Physical, Programmable Button for Android Devices


Saturday, August 3, 2013


Almost exactly two years ago, Google announced its purchase of Motorola Mobility for $12.5 billion. It was the company’s biggest deal ever, far exceeding previous big buys like YouTube for $1.7 billion and DoubleClick for $3.1 billion. Both of those acquisitions were hugely successful, but the Motorola purchase seemed baffling. Mainly, it seemed to provide Google with valuable intellectual property that would allow the company to defend itself against a tidal wave of patent lawsuits. Motorola—the inventor of the very first cell phone—had a great patent portfolio indeed. But the estimated worth of those patents was less than half Google’s purchase price. The other portion brought Google a money-bleeding Chicago-area-based hardware business. The purchase would almost double Google’s head count with employees who brought little to the bottom line. Employees who were not Googly, in a business that seemingly didn’t scale. What was Google thinking?

Finally, we have the answer. The Moto X, announced today, marks the arrival, finally, of the Google Phone.

The Moto X is the first in a series of hardware products that Google hopes will supercharge the mother company’s software and services. A svelte slab with smooth curves at its edge, purpose-built to fit in the palm of your hand. It is designed for mass appeal, not just a slice of the population like Star Wars fans. It has its share of features that distinguish it from the pack, particularly in a period where some of the market leaders are reloading their innovation guns. These include persistent notifications, user-customizable design components, instant photo-capture, and hands-free authentication.
But the defining feature of the Moto X is it’s a virtual ear, always straining to hear its owner’s voice say three magic words that will rouse it to action: “Okay, Google Now.”
Utter those, and a Moto X user becomes master of the universe—to the degree that Google, its developers, and the users themselves have digitized it. The Android mobile operating system was always intended as a gateway drug to Google products and ads. (“We don’t monetize the things we create,” Android creator Andy Rubin once told me. “We monetize users.”) And Moto X is a tool to free-base Google. That’s why, after years of Rubin and others saying, “There is no Google phone,” when referring to Android implementations, this one finally qualifies.

Thursday, August 1, 2013

Hats off

Hackers gather—and mourn a big loss

EVERY summer Las Vegas plays host to Black Hat, a security shindig where spooks, businesspeople and academics rub shoulders with some of the world’s most talented hackers. The event briefly overlaps with DEFCON, a more informal affair where hackers try to impress one another with their exploits. Both events offer a mix of partying and presentations with disconcerting titles such as “Stalking a City for Fun and Frivolity”, “Home Invasion 2.0” and “Dude, WTF in my car?”
But one of hackerdom’s stars did not make it to this year’s jamborees. On July 25th Barnaby Jack was found dead in San Francisco, where he lived. He was only 35. An extremely popular “white hat”—a hacker who specialises in finding security flaws before nefarious “black hats” discover them—he had been due to give a presentation entitled “Implantable Medical Devices: Hacking Humans”.
Mr Jack had said previously that he had found a flaw in medical devices, such as heart pacemakers and defibrillators, made by an unnamed manufacturer, which could allow an outsider to communicate with them wirelessly. He was planning to show how this could be exploited to make the device malfunction or shut down, using a signal sent from up to 30 feet (9 metres) away. In a blog post earlier this year, he noted that an episode of “Homeland”, a popular American television show, in which a terrorist kills one of the characters by gaining control of his pacemaker, was not as far-fetched as it may have seemed.
The San Francisco police have ruled out foul play, but local medical authorities say it could be some time before the cause of death is established. What is clear is Mr Jack’s immense contribution in the field of “embedded” computers, which work inside other single-purpose appliances. Among his other headline-grabbing feats, he showed how some ATMs could be hacked so that they spewed out banknotes—an exploit dubbed “Jackpotting”. He had also highlighted vulnerabilities in insulin pumps, similar to the flaws in other implanted devices that he was planning to expose this year. In all these cases he shared his findings with the manufacturers before publicising them.
Even so, some worry that by trumpeting their findings at events such as Black Hat and DEFCON, white hats give clues which their shady counterparts could exploit in crime, terrorism or espionage. But the hackers’ defenders say the publicity alerts regulators, and ensures that as many companies as possible learn of the risks quickly. They also point out that the presentations typically leave out important steps so others cannot reproduce hacks. Nico Sell, who has been helping organise DEFCON for over a decade, notes, for example, that Mr Jack agreed to delay presenting his Jackpotting findings for a year, when a manufacturer of ATMs said it needed longer to deal with the bug that he had uncovered.