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Chegg Acquires Software Company Flux / 3D3R, SEC Filing Reveals

Mon, 14 Nov 2011 19:27:53 +0000

An SEC filing surfaced this morning, showing that Chegg has made a yet unannounced acquisition for at least $1.1 million worth of common stock. The company that Chegg acquired is called Flux Software Co. according to the filing, or shortly ‘Flux’. To be clear, we’ve confirmed that Chegg did not purchase enterprise software company Flux . We’ve confirmed with a Chegg spokesperson that, rather, the company snapped up a mobile app development firm called Flux Software Co. as well as a web-focused software development studio called 3D3R , although I gather these are actually two separate entities that share the same people. The founder of the companies is Ohad Eder-Pressman ( site ), also co-founder of Appsto.com . His software development and consultancy firm 3D3R has done work for a number of big companies, including Yahoo, Nokia, Current TV, Boxee, Metacafe, Badoo and Alcatel-Lucent. You can learn more about the services 3D3R provides here . In a statement, Chegg spokesperson Angela Pontarolo notes: Chegg is always striving to offer students the very best tools to save time, save money and get smarter. In that spirit, we recently acquired Flux Software Co./3D3R, which is an incredible engineering and design team focused on helping Chegg deliver the dynamic user experience students expect today. Pontarolo declined to discuss the specific terms of the acquisition and to provide more details about the reasoning behind the deal. Chegg has raised a total of $219 million to date and recently purchased Web tutoring service Student of Fortune and lecture notes and study guides service Notehall in cash-stock deals.

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Chegg Acquires Software Company Flux / 3D3R, SEC Filing Reveals

Dreamworks CEO speaks about 50X boost in rendering

Mon, 14 Nov 2011 18:51:27 +0000

Jeffrey Katzenberg, the CEO of Dreamworks has gone on record and revealed that Dreamworks has been working with Intel for the past 3 years on greatly improving the production process speed at Dreamworks. As you can imagine, Dreamworks would be using Intel’s processors (the latest just launched today ) and both companies have been working on making Dreamworks software more distributed, or more able to use many cores. You have to realize that computer graphics is by nature one of the most parallel task that can be handled by many-cores computers. After all, graphics processors are vast array of computing cores. However, Katzenberg says that the software is still way behind and needs more research. He’s right – parallel computing is still a very active topic of research, and “adding more core” just isn’t enough. Software needs to adapt. Unfortunately, Mr. Katzenberg didn’t mention what Intel and Dreamworks did to achieve this new level of performance… (more…) Dreamworks CEO speaks about 50X boost in rendering , By Ubergizmo . Top Stories : iPhone 4S Review ,

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Dreamworks CEO speaks about 50X boost in rendering

iTunes Match released today

Mon, 14 Nov 2011 18:36:06 +0000

Remember how Apple announced that it would be wiping all iTunes Match libraries over the weekend? Well, it looks like speculations were right – iTunes Match was going to launch, and it turns out – today is the day of the launch. While it missed its end of October deadline, the highly-anticipated service from Apple is finally here. (more…) iTunes Match released today , By Ubergizmo . Top Stories : Epic 4G Touch Review ,

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iTunes Match released today

Bang & Olufsen’s BeoLit 12 will feature Apple Airplay capabilities

Mon, 14 Nov 2011 18:18:21 +0000

Bang & Olufsen are known for their ultra high-end speaker systems, and it looks like they will adding to their list an Apple Airplay speaker with the BeoLit 12, pictured above, which by all accounts does not appear to be of the same design and elegance that one might expect from Bang & Olufsen, but we will reserve our judgement when more photos emerge. (more…) Bang & Olufsen’s BeoLit 12 will feature Apple Airplay capabilities , By Ubergizmo . Top Stories : Epic 4G Touch Review ,

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In Defense of Reed Hastings

Sat, 05 Nov 2011 15:00:24 +0000

Writing in 2002, Peter Drucker, the great management consultant, foresaw the future. “In the next 30 years,” he wrote, “power will shift to the customer – for the simple reason that the customer now has full access to information worldwide.” And the stage for Drucker’s great power shift – from the corporation to the consumer – is, of course, the radically transparent Internet, where nobody, it seems, can hide anything from anyone. But is this power shift to the customer good for today’s digital economy? One supporter of today’s radically transparent marketplace is Dov Seidman , the CEO of the consultancy firm LRN . As Seidman told me when he appeared on my TechcrunchTV show last weekend, this transparency will force companies to behave more ethically thereby creating both a fairer and more efficient economy. But what Seidman and many of the other apologists for radical transparency miss is the destructive economic cost of all this openness. Today’s customer-centric Internet may be radically transparent, but it isn’t either radically fair or radically efficient. The problem is that power has shifted so dramatically from the producer to the consumer that it is becoming harder and harder to build viable, long-term companies in today’s fast moving and increasingly unforgiving digital economy. Take, for example, Reed Hasting’s Netflix, which, in 90 nightmarish days, has been transformed from one of Silicon Valley’s most impressive paragons of innovation into a company on the verge of a nervous breakdown. Just last March, MG Siegler was rightly gushing that Neflix was about to “shift” the entire cable television industry with its strategy of streaming originally produced content. But six months later, having increased its price by 60% for some customers earlier this summer, followed by a poorly communicated attempt to split the company into an analog and digital operation, Netflix has lost 800,000 customers and $12 billion in market value in 90 days – including a stunning $2.3 billion in one black day earlier last week. Some people are thrilled by this hyper-democratic run on Netflix, arguing that it reflects the general will of a consumer that will no longer put up with any kind of corporate ineptitude or doublespeak. One so-called “customer service guru”, John Tschohl , even came on my TechcrunchTV show to crow that the arrogant Reed Hastings has got everything he deserved in this all-too-public humiliation. I’m not going to defend the undefendable and make excuses for Netflix’s poorly executed strategic shifts this summer. But the problem with consumer and market reaction to corporate screw-ups in our age of radical transparency is that they lack any kind of scale. Up until this summer, Netflix ranked highly on customer service and was the poster child of innovation, offering an alternative business model to both iTunes and the cable providers. But today, with the company’s market valuation tanking and with its continued hemorrhaging of customers, Netflix’s focus is on its own survival rather than innovating an increasingly archaic industry. In the old days, before Drucker’s great shift in power from the corporation to the consumer, a young promising company like Netflix would have had shelter from the intolerant storm of public opinion. And while I’m not arguing that we should (or could) go back to a pre-digital economy in which corporations are infinitely more powerful than consumers, we do need to discover a better balance between the almost instant destruction of today’s digital marketplace and a consumer culture which is more forgiving of corporate screw-ups. So here’s the solution. My message to all those dissatisfied Netflix customers who care about the future of the culture business: stop whining, show some generosity of spirit and foresight, and forgive Reed Hastings for his mistake. Uncancel your Netflix subscription and pay that extra couple of bucks a month for a service that is still unrivalled in its efficiency and still offers the most effective vehicle for building a 21 st century customer-friendly subscription model. That way, Netflix can continue to innovate – which, in the long run, will be of incomparable value to consumers everywhere who want to enjoy high quality video entertainment on their digital devices. Crunchbase NETFLIX REED HASTINGS Company: Netflix Website: netflix.com Launch Date: November 5, 1997 IPO: NASDAQ:NFLX With more than 23.3 million members in the United States and Canada, Netflix, Inc. is the world’s leading Internet subscription service for enjoying movies and TV shows. For $7.99 a month, Netflix members in the U.S. can instantly watch unlimited movies and TV episodes streaming right to their TVs and computers and can receive unlimited DVDs delivered quickly to their homes. In Canada, streaming unlimited movies and TV shows from Netflix is available for $7.99 a month. There are… Learn more Person: Reed Hastings Website: Companies: Netflix Reed Hastings co-founded Netflix in 1997 with then CEO Marc Randolph and launched the subscription service in 1999. He currently serves as Chairman and CEO of the movie-rental company. In 2005, Time magazine added Reed to its “Time 100” list of the one hundred most influential global citizens. In March 2007 Reed was appointed to Microsoft’s board of directors. Earlier in his career, Reed founded Pure Software, which was acquired by Rational Software in 1997 after a successful IPO and numerous… Learn more

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In Defense of Reed Hastings

How Entrepreneurs Can Create Their Own Luck

Sat, 05 Nov 2011 13:30:28 +0000

Editor’s note : James Altucher is an investor, programmer, author, and entrepreneur. He is Managing Director of Formula Capital and has written 6 books on investing. His latest book is I Was Blind But Now I See . You can follow him @jaltucher . I’m in even worse trouble now. A few weeks ago I had to speak at Barry Ritholz’s conference but that turned out to be “only” a panel. It was a great panel but I knew I would only have ten minutes of time so wouldn’t need to prepare much although even then I was worried. Now I’m speaking for one hour at Defrag in Boulder, Colorado next week on November 9 and I’m terrified. For one thing, all of the other speakers are smarter than me. Right before me is Roger Ehrenberg speaking about “big data”. I’m not even sure what “big data” is so right off he’s smarter than me. Then Paul Kedrosky is speaking later in the afternoon about god knows what. Paul has an excellent blog obsessed with everything from economics to weather data. So despite my expertise in speaking I’m finding I’m a bit nervous. I could open up with the same line I used on Barry’s panel, “When I was walking over here I had an erection. Not so easy for a 43 year old without any stimulation whatsoever.” But this might not be the exact crowd for it. Technically, the title of my talk is “Success is a Sexually Contagious Disease” but I only gave them that title because it sounded neat and it was the title of a blog post I then published. But I have no idea if that’s what I’m going to talk about or if that’s something people will be interested in. The conference itself is about entrepreneurship. But I always am plagued by the fact that I’ve gotten somewhat lucky on this issue. My first company happened during the internet boom and I happened to be one of the few people around (at the time) who knew how to make a website. The second company I had, where Yasser Arafat was an investor , went down in flames in the Bust. The third company I sold was a venture firm. We were only sold because our top investor was so disgusted with us he wanted to buy out our ten year contract. And the third company I sold was Stockpickr.com, which I sold to thestreet.com that I already had a great relationship with. Another company that I made a decent living off was trading for hedge funds and then starting a fund of hedge funds. Everything else I did (about 16 other attempts at businesses) failed. So I guess right now I can see if it was luck or if I learned some lessons. 1) Luck is similar to “being at the right place at the right time”. So you can easily position yourself there. We know that the right place for right now is somewhere in social media. There are still many niches (plumbers, diamond wholesalers) that aren’t using social media correctly. The big agencies are ignoring them and they are too small and focused to understand how to use direct marketing via social media. If I were starting a business right now I’d either do lead generation via social media for a small but focused niche (diamond wholesalers, small restaurants) or I’d provide financing/lending for companies that are doing this and have established records of turning profits on money spent. I know several companies doing the above but it’s an incredibly wide, open, gaping hole in the industry. If I were a banker I’d look to buy companies all over the country in this space and then bring the combined entity public in the IPO boom that’s about to start happening. 2) My venture firm being sold I learned one thing: have at least one partner who is a great negotiatior. “Be bad” and someone will be willing to buy you usually doesn’t work. I was lucky there. Although, I will say, I had good, professional partners that knew how to negotiate very well. The one guy’s main technique was to act like we always had alternatives when we never did. And he would ignore the other party for a day or so while they got desperate. It’s a gutsy way to negotiate but it worked. Here’s part of the reason it didn’t work out for me as a big VC. 3) The mental health facility I sold I learned some very important things. Quantity, persistence, and story-telling . You need to hit everyone and then call everyone back twice. We must’ve made 30 calls and then 30 follow-ups to make sure we spoke with the right person. And then with each person we pushed to have a phone call with the company. Then once we had a potential buyer on the phone we had to make sure we told at least three different stories: how the was company doing (and was going to do ), the reasons why growth was a lock , and the reasons why management was incredible. Then we got the deal done. Which was a story unto itself. ( Here’s my prior post on TechCrunch on how to best sell a compan y). 4) Stockpickr, as I mentioned before was a matter of being both proactive, and having friends in the right places. But it also was a matter of vigilance. I had a particular passion about how a financial community could develop with no news . I hate the news. It also was a matter of nourishing relationships built up over a five year period of non-stop work in the financial media space. So here’s how you “Create your luck”: A) As Wayne Gretzky says, “skate to where the puck is” . Don’t start a soft drink company competing against Coca-Cola. Start a company in a fast growing industry that has a wide, gaping hole in it. It’s not hard to identify those industries and holes. B) If you can’t create the company in that space, can you arrange financing for companies in that space through some of the techniques roughly described above. This still allows you to profit from the growth of the sector. C) Learn how to negotiate. D) Quantity. You’re never going to win if you depend on one potential buyer or one potential customer. The first time I tried to sell my company, Reset, I tried to sell it to HBO. I had only one potential buyer. No good and it didn’t work out. But the next time I tried I made sure I had ten potential buyers. Ever since then I almost get a reflux reaction in my stomach when I realize I’m back down to the one buyer-one customer model, which is never good. Create a market for what you are selling. The price will go up. E) Persistence. When we were selling the mental health facility there was one time we got a wrong number when we called a public company. We got switched to the wrong person in the company repeatedly. My business partner, Dan, kept calling until he finally convinced the operator she was connecting him to the wrong person. This was one of only 30 companies he was calling so he could’ve just left a message and given up. Instead he got someone on the phone eventually and she was the one who coughed up $41.5 million in cash, three times the closest other offer. F) Story-telling. Everyone is a little boy or girl at heart. We all want to sit on the floor and bounce a ball and watch Saturday morning cartoons. A story has a beginning, middle, and end. Make sure your story is down pat when you are talking with anyone about your idea, your company, your self (on a date, for instance). It doesn’t have to be so “planned”. But make sure you are constantly improving your storytelling abilities. For instance, before I gave a talk last week in Arizona I watched 30 minutes of Ellen Degeneres and Jon Stewart. Comedians are excellent story-tellers with perfect timing. G) Nourish relationships . The size of your network increases your luck exponentially. But relationships take Time to nourish. When I wrote here two weeks ago about “ the 9 Skills for Becoming a Super Connector ” I mentioned that I forgot why “Time” was on my list. Now I know: over time relationships get nourished. A simple connection becomes a friend, becomes family, becomes someone who actively wants you to succeed. That takes weeks/months/years to happen. Important to note: expressing gratitude across your network is the surest way to strengthen it. H) Passion. Luck will always follow your passion. Warren Buffett was, of course, extremely lucky that his passion was investing in 1950. But almost every passion can be used to make money if you have all of the above. Even if your passion is just “how do I meet the love of my life” and you apply all of the above you will “get lucky”, so to speak, and find success at your endeavor. I’ve had a lot of bad things happen to me in the course of being an entrepreneur. And sometimes I get down about it and it’s hard to pull myself away from the nightmare alley where the light at the end just becomes a fire that pushes me back. But when I do get to the end of the nightmare, and I apply these lessons, luck comes shining through and I can see again. Photo credit: Flickr/ egazelle Crunchbase JAMES ALTUCHER Person: James Altucher Website: Companies: 140Labs Learn more

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With 4S Now Tops Among Big 3, Apple Grabs 52% Of Industry Profits; Doles Out Huge Bonuses

Sat, 05 Nov 2011 13:14:19 +0000

As you’ve likely heard, there’s been a lot of upside that’s been reported of late when it comes to Android’s mobile OS. Thanks to Nielsen , we’ve heard that, yet again, Google’s mobile OS is leader among mobile OSes, now accounting for 43% of U.S. smartphones, up from the 39% in July. Which I love to hear, while Apple’s iOS remained at 28 percent over the same period, placing it in a far-off second place. Of course, Apple has a little bit of vertical integration going on, and in spite of their lagging well behind Google in mobile software market share, iPhones are used by a full 28 percent of smartphone customers, making them top manufacturer for yet another quarter. Hardware leans significantly in Apple’s favor. So while the iPhone made up a relatively small 4.2% of the mobile handsets shipped in Q3 2011, it seems that Apple is now accoutning for over half of the industry’s profits. Yep. According to Canaccord Genuity analyst Mike Walkley , of the top eight cell phone vendors across the globe, Apple owns over 52 percent of the total operating income. And while that may seem impressive, that number is down from 57 percent in the second quarter. In comparison, Samsung owns 29 percent of profits among the top vendors, up from 18 percent last quarter, while HTC accounts for 9 percent, RIM comes in at 7 percent, with Nokia at 4 percent. Though Apple’s 52 percent share of the operating profits of the top eight vendors is impressive in spite of the relatively small percentage of iPhones shipped, Samsung’s meteoric rise is certainly worthy of note. According to Walkley, Samsung gained 11 points of value share thanks largely in part to the Android Galaxy S II, while RIM and Nokia continued to slip. Of course, while most groan over RIM’s future, at least Nokia is making a play at Windows Phone, hoping that its play into the U.S. market can turn a sinking ship around . That being said, the analyst (and firm) found that Apple’s new iPhone 4S was the top selling phone for AT&T, Sprint, and Verizon (the three largest carriers in the U.S.), with the iPhone 4 — in spite of its next-in-line now being sold — remaining a top selling model for each of those carriers. As 9to5Mac says , the phones get older, the margins seem to get better. And with the popularity of these phones increasing, Walkley projects that Apple may ship as many as 29 million iPhone handsets in Q4 2011. And that’s not all, as this succession of SEC filings shows , Apple’s executives are now reaping the rewards of a strong fiscal year (in which the company passed the $100 billion mark in revenue). The company awarded 1 million shares of stock to seven top execs, which will see bloated wallets for those of that remain with the company through 2016. The recently promoted SVP of Internet Software and Services Eddy Cue received 100,000 shares of stock in the form of a restricted stock units. 25 percent of Cue’s shares turn into freely tradable stock in September 2014, with the remainder vesting in September 2016. Each of the remaining six executives received 150,000 shares of restricted stock, with 50 percent vesting in June of 2013 and the remainder vesting in March of 2016. Based on the current price of Apple stock, that works out to a payday of approximately $60 million each for the execs who received the 150,000 shares. (Which includes: Scott Forstall, Senior Vice President, iOS Software, Bob Mansfield, Senior Vice President, Hardware Engineering, Peter Oppenheimer, Senior Vice President and CFO, Phil Schiller, Senior Vice President, Worldwide Product Marketing, Bruce Sewell, Senior Vice President and General Counsel, and Jeff Williams, Senior Vice President, Operations.) While Apple’s new CEO Tim Cook wasn’t mentioned in these new filings, he was awarded 1 million shares of stock upon his appointment as CEO, with 50 percent vesting in August 2016 and the remainder vesting in August 2021 (should Cook remain an employee of Apple). So, while Google continues to rise in mobile software, it seems that thanks to Apple’s hardware and its dominance around the world thanks to the iPhone 4 (and now the 4S), both Apple and its executives are cashing out. Thanks to Alistair Israel for the image Crunchbase APPLE Company: Apple Website: apple.com Launch Date: January 4, 1976 IPO: November 5, 1980, NASDAQ:AAPL Started by Steve Jobs, Steve Wozniak, and Ronald Wayne, Apple has expanded from computers to consumer electronics over the last 30 years, officially changing their name from Apple Computer, Inc. to Apple, Inc. in January 2007. Among the key offerings from Apple’s product line are: Pro line laptops (MacBook Pro) and desktops (Mac Pro), consumer line laptops (MacBook) and desktops (iMac), servers (Xserve), Apple TV, the Mac OS X and Mac OS X Server operating systems, the iPod (offered with… Learn more

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With 4S Now Tops Among Big 3, Apple Grabs 52% Of Industry Profits; Doles Out Huge Bonuses

7 Ways to Know if a Development Project Is Worth Your Time

Fri, 04 Nov 2011 16:00:38 +0000

Brett Miller is the president of Custom Software by Preston (CSP). For more than 10 years, CSP has impressed clients with highly effective software solutions and teams of multi-talented software engineers. Remember the old 80/20 rule? The same applies to software development inquiries, as in 20% of sales inquiries result in 80% of new sales volume. The challenge is being able to identify which inquiries will be fruitful, and which will only cost you time and effort. Potential clients expect accurate estimates — clearly a reasonable request. For any developer, accurate estimates are a time consuming and challenging task because custom software development and technology are constantly changing , and it’s not the same as buying an off-the-shelf item. Even worse, many prospects decide not to move forward with their project at all (with any vendor). It’s not because the bidders did anything wrong, but because the client did not realize the full extent of the commitment required (usually defined by cost). I have spent 15 years of my career in software development, both as a freelance developer and as a business owner. That practical experience has taught me to quickly recognize which potential projects are going to move forward and which are just not worth pursuing. There are Seven Axioms I use to help identify the solid opportunities. 1. Documented Requirements If the client took the time to write down what they want, it is a strong indicator that they are serious. Otherwise, you will need to do this for them. Then time and documentation flows back and forth until a project’s parameters are finalized. Rule : Lean toward clients who have taken the initiative in identifying and drafting their own software project requirements. 2. Urgent Need This goes right to the heart of the matter. Is software development a logical next step in their growth or does it seem more whimsical/experimental in nature? For example, does the software project tie in to the launch of a new product without which, they might falter? Rule : Lean toward projects that have an immediate nature, where the client absolutely needs it done. 3. Deal With the Decision Makers Many times decision makers send underlings to gather the initial project information and specifications. In my experience, information gathering usually results in little else. Decision makers are involved when projects are deemed critical. Rule : Lean toward projects where you work directly with the decision makers — the ones who steer the project and identify priorities. 4. Budgeted Project Could anything be more critical than having realistic expectations about the cost of development? Many prospects may have misconceptions about cost, which is further exacerbated by vendors who shy away from early discussion on the subject. Sales professionals consider rough estimates to be an important applied mechanism of the trial close, potentially saving many hours of time and effort. Rule : Use rough estimates to measure a client’s continuing interest. You could say something like, “Based on these preliminary estimates, does it make sense for us to take the next step?” 5. Process and Timeframe Questions about the bidding process and timeframe should be addressed up front to uncover internal processes (like board reviews) or external influences (like venture capital availability). If the process seems extensive or the time frame is not well-defined, there is good reason to question if the project will ever happen. Rule : Realize that the quality of your work and the accuracy of your estimate will not win the project if their timeframes or processes are inhibited by roadblocks. Lean toward projects that have appropriate funding, immediate need and the attention of decision makers. 6. How do I Earn the Business? Asking about the client’s selection criteria make sense. If they haven’t already done so, they need to think about these things now and you need to know the rules of the game. Their processes and criteria may even play into the overall desirability of the project. Rule : Understanding what is required to get the job reveals a lot about what it might be like to have the job. Do you even want to work within the structure and environment the client creates? 7. Show Me Some Money! Your time and expertise has value. It is not that unusual for a potential client to be looking for a free consultation, which may only be used internally (if at all). If possible, ask the client for a small amount to put together the initial requirements and specifications for the project. If they are willing to spend real hard cash on developing the specifications, they are really serious about the project (and you as a potential vendor). Rule : Initial project analysis, documentation drafting and identifying deliverables take considerable time and effort. Describe the process to the client and don’t be afraid to ask for payment for these services. Sophistication, Process and Specifics Legitimately qualified software development opportunities can be summarized in three words: sophistication, process and specifics. You need all three in your approach to the sales cycle and should expect all three in return. Sophistication is about the approach to the project, indicating that available information and outcomes have been given thorough consideration upfront. Process relates to both parties understanding the steps and effort it will take to achieve success. Specifics have to do with identifying and sharing the salient properties of all project parameters — before, during, and after the project. Approach every potential project with these factors in mind and you will know which ones are worthy of your attention, leading you down the path to a sale. Image courtesy of iStockphoto , peepo More About: Business , contributor , developers , features , How-To , List , software development

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7 Ways to Know if a Development Project Is Worth Your Time

Loiloscope 2 Lets You Edit HD Videos In Real Time, Now Offers More Features

Wed, 02 Nov 2011 14:39:13 +0000

Over a year passed since we covered powerful video editor LoiLoScope, but instead of resting on its laurels, maker LoiLo has kept innovating on the product. Aptly named LoiLoScope 2 , the updated software for Windows PCs ( system requirements ) still has the same key value proposition: combining an easy-to-use UI (geared towards pros and amateurs alike) and a ton of editing functions with a technical “killer feature” (instead of letting the CPU do the heavy lifting, the editor uses the GPU for video processing). Thanks to the “GPGPU editing engine”, LoiLoScope makes it possible to edit and preview videos in HD in real-time. In other words, users don’t need to wait for the software to process and then reflect the changes they make to the videos but can track them without delay (LoiLoScope supports a long list of input and output video formats). Apart from editing videos the usual way (trimming, re-sizing, etc.), users can also add graphics, stamps, photos, sound, and other effects to them (new tools found in LoiLoScope 2 include various transitions, time remapping, or scrolling text). When you’re done, you can share videos online or burn them on DVD or Blu-ray, directly from within the software (which is also a new feature). There are lot more improvements to version 2, for example with regards to the UI, which has been completely overhauled (but which still has a drag-and-drop-driven, game-like feel to it). LoiLoScope 2 now also offers a guide feature that helps beginners complete tasks: just choose the task in question and let the software “guide” you through the process. Windows users who want to give LoiLoScope a spin can download the software here . LoiLoScope 2 costs US$98, but is discounted to US$79 until December 25 this year. A free, 30-day trial version is available, too. This video shows a few key features of LoiLoScope 2 in action: Crunchbase LOILO Company: LoiLo Website: loilo.tv Launch Date: March 4, 2007 Funding: ¥110M LoiLo creates and provides a movie processing engine system. Super LoiLoScope is the world’s first and only movie editing software that has GPU acceleration high speed movie processing engine and movie processing system using GPU and high speed encoding using CUDA-Accelerated Encode. Application Features: • Super LoiLoScope is a first high-speed video processing engine with full GPU acceleration. You don’t have to stop playing back a movie while editing it with the ecou engine. • With “TOCH,TOSS,ATTACH” intuitive ZOOMing UserInterFace, anyone can… Learn more

Codify for iPad: Write and Run Software on Your iPad [Video]

Tue, 01 Nov 2011 22:00:00 +0000

It’s easy to pigeon hole the iPad as a strict content consumption device because it’s just so good at it. But that doesn’t mean you can’t use it to create things either. Codify for iPad is a super slick way to write and run programs on your iPad. More »

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Codify for iPad: Write and Run Software on Your iPad [Video]