Tuesday, July 19, 2016

Web Designer in Pondicherry

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It where provide responsive designs at low cost get your Quote at Itwhere Send your Requirement at info@itwheretech.co.in


Sunday, July 10, 2016

IT Where

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#Responsive_Webdesign start from #7500,#hosting_Service Start from #3300 Per Year
#get #your #special offers at Itwhere Pondy
#Digital_Marketing ,#SEO,#Product_Branding at Itwhere Pondy
Email:info@itwheretech.co.in
M:+91 9092734853
www.itwheretech.co.in

Wednesday, June 22, 2016

Best Web Design Company in Pondicherry

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#Technology   has two faces. We all feel it, but sometimes can’t find words to describe it. #Ebooks   are the best example to show the 0-1 nature of emotions the #technology evokes.

#itwhere   provide a #Best   #solutions   to #Growyourbusiness  

feel free to drop a #Mail  
info@itwheretech.co.in
www.itwheretech.co.in

Tuesday, June 21, 2016

#ITWhere Web Designing Company In Pondicherry

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‪#‎ITWhere‬ Started to play in the field of ‪#‎webdevelopment‬ in ‪#‎pondicherry‬#ITWhere going to ‪#‎Implement‬ most ‪#‎Creativity‬ ‪#‎design‬.Guys if you need a support for web ‪#‎development‬ shoot a mail to us info@itwheretech.co.in


Monday, June 20, 2016

IT Where Tech

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IT Where Tech is a start-up technology provider from Pondicherry they provide Responsive web design ,Ecommerce design,Graphic Design CMS Websites,Logo Designs, Digital Marketing and Billing software





Monday, March 21, 2016

eGym raises $45M Series C for cloud-connected gym equipment and fitness software

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eGym, the Munich-based startup that offers cloud-connected gym equipment and supporting cloud software and app for the fitness training floor, has closed $45 million in Series C funding. The round was led by new investor HPE Growth Capital, while existing investors, including Highland Europe, also participated.
The problem that eGym is looking to solve is that, whilst gyms have moved from a bodybuilder market to a mass market in the last 20 years, the technology in gyms lags behind. That’s despite the fact that better use of technology can help to reduce customer churn, the biggest pain-point of both gym operator and gym users.
Comprising of an app for both gym user and trainer, combined with the company’s connected strength machines, the eGym Cloud makes it possible for gym members to receive better fitness instruction and an evolving and personalised fitness plan based on data collected as they workout.
And by providing a better workout feedback loop, gym goers can get an immediate sense of their progress and how this ties into longer term fitness goals — something that eGym says helps significantly to reduce the likelihood of demotivation.
“The usability of the gym increases enormously for the member as everything in the gym starts to understand the user,” eGym co-founder and CEO Philipp Roesch-Schlanderer tells TechCrunch.
“Members find their current training plans on their phones, the equipment recognizes the member with a swipe of a wristband and knows already the training plan of the member through the eGym cloud.”
In addition, once the gym member finishes using eGym-enabled strength equipment, the member app and the personal trainer app provides analytics about the workout.
“Thus, not only does usability increase for the members, but also marginal success is visible. Therefore, members see where they are on their path of body transformation after every gym visit,” adds Roesch-Schlanderer.
To that end, eGym’s customers are gym operators, such as Fitness First, Injoy and Reebok, and those gym operators’ own customers. It currently claims 1,000 of Germany’s 6,000 gyms use its products and service, since the company launched in 2012.
In the last two years, eGym has also entered more than half a dozen other European countries, and says it plans to use the new capital for further international expansion, including eyeing up a U.S. launch.

Israel’s desert city of Beersheba is turning into a cybertech oasis

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Israel’s first prime minister, David Ben Gurion famously said that the future of Israel lies in the Negev, a desert located in southern Israel. Ben Gurion’s prophetic words ring true today as Beersheba, Israel’s southern capital, is morphing into a tech oasis.
The military’s massive relocation of its prestigious technology units, the presence of multinational and local companies, a close proximity to Ben Gurion University and generous government subsidies are turning Beersheba into a major global cybertech hub.
Beersheba has all of the ingredients of a vibrant security technology ecosystem, including Ben-Gurion University with its graduate program in cybersecurity and Cyber Security Research Center, and the presence of companies such as EMC, Deutsche Telekom, Paypal, Oracle, IBM, and Lockheed Martin. It’s also the future home of the INCB (Israeli National Cyber Bureau); offers a special income tax incentive for cyber security companies, and was the site for the relocation of the army’s intelligence corps units.
“All in all, projections are that 20,000-30,000 cyber and related jobs would be created in Beersheba over the next 10 years,” said Yoav Tzurya, partner at JVP, an Israeli venture capital firm with a cybertech accelerator in Beersheba.
The commercial sector has teamed up with military intelligence agencies and BGU to fight increasingly sophisticated cyber attacks.
“As an ex-intelligence leader in the IDF Intelligence Corps, I started my own company to help organizations leverage military intelligence methodologies to address some of the most pressing cybersecurity challenges including the security operations skills shortage and the deafening noise-to-signal challenge of cyber threats,” said Amos Stern, co-founder and CEO of Siemplify, a cybersecurity threat analysis company and ex-Army IDF Intelligence Corps Leader.
The nearby Ben Gurion University is pumping out skilled labor for multinational companies next door.
“Ben Gurion University plays an obvious and important role here. The tight collaboration with major industry firms, such as Deutsche Telekom, EMC, and IBM, makes the BGU cybersecurity program a very strong and practical one,” said Stern.
Stern says that the practical and theoretical experience of BGU graduates is unique and the graduates of BGU are often alumni of Israel’s intelligence units.
“I’ve found BGU cybersecurity graduates to be well-aligned with this focus, bringing more than just a theoretical understanding of cyber. They bring a professionalism that’s very valuable when you’re looking to solve the real-world challenges of today’s business, “ said Stern.
Feeding the burgeoning ecosystem, the army is investing billions of dollars in relocating most of its intelligence units to Beersheba and these units tends to have large budgets for state-of-the-art technology.
“It’s no wonder why companies like RSA, Lockheed Martin and others have decided to reside there as well. Another important factor is that upon finishing army service, people graduating these units have the option to continue working in their field of expertise in Beersheba rather than having to move to Tel Aviv.
In addition, the government has also approved benefits for companies relocating their employees to Beersheba in order to expedite building this cyber security ecosystem,” said Tomer Saban, cofounder and CEO of WireX, a digital forensics company based in Israel and Silicon Valley.
More signs of good things to come
The coworking space WeWork opened a branch in Beersheba in January, an indication that the influx of startups is in full swing. WeWork, known for its presence in big cities seems to have made an exception in its big-city strategy by launching a branch in the desert.
“We believe that many exciting and innovative companies will develop and emerge here in the next few years. We are also finding that many companies are relocating to Beersheba and we are here to offer them a suitable solution,” said Ronnie Ceder, general manager of WeWork in Israel.
Beersheba’s cybersecurity hub has also piqued the interest of Rudy Giuliani, the former Mayor of New York City who vistied the hub earlier this month to inspect the burgeoning cyber security hub and to talk to students, researchers and startup entrepreneurs. Giuliani is following a long line of politicians who are eager to benefit from Israeli cybertech know-how.
In February, The United Kingdom and Israel announced an agreement to deepen co-operation to tackle cyber-attacks.
British Cabinet Minister Matt Hancock launched a new academic engagement in the emerging area field of cyber-physical security, which includes Israeli experts meeting leading UK academics with a strengthened relationship between the Cyber Emergency Response Teams of both countries, according a statement on the British government’s website.
“The UK’s world class companies and universities combined with Israel’s cutting edge technology and entrepreneurial culture is an unbeatable combination, “ said Hancock.
Israel’s unusual startup culture is a product of seamless cooperation between different actors. The cross-pollination between military, academia and private sector comprise the key ingredients of Israel’s coastal successes, with the country’s desert capital Beersheba now following suit.

What will a driverless future actually look like?

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There is a growing consensus that autonomous vehicles (AVs) will soon be a reality. The debate today centers not on whether, but how soon, AVs will be commonplace on our roads. But for all the buzz surrounding AVs, many details about what a driverless future will look like remain unclear.
Which business models will work best for the commercialization of AVs? Which AV usage models will be most appealing for consumers? Which companies are best positioned to win in this new market?
These are big questions, and no certain answers can be given at this stage. Nonetheless, it is valuable to reflect, in a concrete way, on how this transformative technology might develop. This article will present some conjectures.

The end of private car ownership?

At a high level, two possible paradigms seem most likely for how society will use AVs. The first is private AV ownership. Under this model, individuals or families would continue to own their own vehicles and use them to get around. As the cars would be self-driving, exciting new possibilities exist for their use.
Individuals could be more productive while in transit. Children, the handicapped, the elderly and others not previously able to drive themselves could commute alone. People could earn supplemental income by sending their cars, when otherwise not in use, to transport other people or goods (a future version of on-demand services like Uber or Instacart).
This option would, in a way, be the closest thing to a continuation of the current status quo. Little would have to change about carmakers’ core business models: individual consumers would still make purchasing decisions and would own and operate their own vehicles.
Many different types of companies will succeed in and add value to the autonomous vehicle space in different ways.
The second paradigm for AV use represents a more radical reconceptualization of how people get around in society. Under this model, a shared fleet of autonomous vehicles would exist that individuals could summon on demand to get from Point A to Point B. After dropping off one passenger, the vehicle could then pick up and transport the next passenger. Individuals would have no need to own their own cars; rather, they would receive mobility “as a service.”
There are many details about a “mobility as a service” model that are intriguing to consider. The most straightforward version of this model is one in which individuals summon AVs on a one-off basis when they need to get somewhere, paying per ride or per mile — effectively, a driverless version of how Uber or Lyft work today.
It is also possible, however, to imagine the development of more sophisticated subscription models. Under a subscription model, individuals would pay a flat fee on a monthly or annual basis for unlimited access to a given fleet of vehicles, to be used whenever they need a ride — loosely analogous to a SaaS model.
One interesting question is the amount of segmentation that would develop among subscription offerings. It seems likely that, as with most other consumer products, a wide range of AV subscription types would become available that offer different benefits and features depending on price. These differently priced subscription offerings could vary in terms of the types of vehicles in the fleet, the average required wait time for a ride, the electronics and other features available inside the vehicles and so forth.
The issue of segmentation closely ties to the equally important question of which player or players would own and operate these AV fleets. One possibility is that auto manufacturers — at least those that choose to enter the AV market — could offer subscriptions to fleets consisting entirely of their vehicles. Thus, as an example, one could choose to subscribe to Ford’s AV fleet in a given city for a certain rate, or alternatively to pay more to subscribe to Mercedes’ fleet.
Alternatively, these shared AV fleets might be operated not by the carmakers themselves but rather by fleet providers that aggregate various makes of vehicles. To create a profitable role for themselves in the market, these providers would have to add value to the experience in some way beyond vehicle manufacture (e.g. sophisticated mapping or passenger-matching algorithms). One could speculate that Uber, which recently has invested heavily in autonomous technology, envisions itself playing a role along these lines.
One last issue worth contemplating regarding future AV use is the optimal size and capacity of vehicles. The majority of drives in the U.S. today are solo trips, meaning that vehicle space is significantly underutilized and fuel usage is needlessly high. It is statistically rare that all five seats in a standard sedan (much less all eight seats in an SUV) are in use.
Autonomous vehicles’ impact on the way we live will be nothing short of transformative.
Given this, it is plausible to imagine single-occupancy pods making up a significant portion of future AV fleets — thus increasing fuel efficiency, economizing on materials costs and taking up less space on roads. Perhaps vehicles with a wide range of different capacities (from single-occupancy pods all the way to small buses that can fit 20 or 30 people) will all exist on the road, in proportion to their demand, and customers can indicate their desired vehicle size when summoning a car.

Winner take all?

In speculating about these possible AV business and usage models, it is important to keep in mind that this market will not necessarily be “winner take all.” It is altogether possible that more than one of these models — and others that have not yet even been imagined — will all coexist profitably in the market.
One need look no further than the current transportation market for an instructive analogy. Today, people get around in their daily lives in many different ways. Some people own their own cars. Some people rent cars when they need them (either through traditional car rental companies or newer models like Zipcar). Some people get everywhere through ride-sharing services like Uber or Lyft. Some people use public transportation or simply walk. People commonly switch from one of these solutions to another over the course of their lives depending on life’s changing circumstances.
On a similar but broader note, many different types of companies will succeed in and add value to the autonomous vehicle space in different ways. It is highly unlikely that any one company will own the entire end-to-end AV experience (though if any company were to try, a plausible candidate would be Apple and its mysterious Project Titan). Instead, the AV experience is likely to be modularized across many different players.The same will likely be true in the driverless future of tomorrow. For instance, shared fleet models may become prevalent, rendering the concept of private car ownership obsolete for many. At the same time, those who prefer may continue to own and operate their own AVs. Personal transportation is and will continue to be a massive market. There is room for many different models and companies to thrive, and it is unlikely that any one approach will win outright.
For instance, profitable businesses will be built around producing: LIDAR sensors and other physical components for the vehicles; cybersecurity software to keep connected cars safe; high-performance computing chips to power the cars’ decision-making processes; consumer electronics for the cars’ interiors; mapping and geolocation software to enable the car to navigate; and much more. In this sense, AVs should be thought of not as a single new product but rather as an entirely new ecosystem in the economy.

Time will tell

The possibilities laid out above are, of course, speculative. As AVs continue to develop in the coming years, there will be many technology, product and business model advances that surprise us all. One way or another, autonomous vehicles’ impact on the way we live will be nothing short of transformative. It will be an exciting ride.

Airbnb will open its Cuba listings to users outside the United States

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Airbnb will now let travelers from outside the U.S. to book properties in Cuba after receiving authorization from the U.S. government, reports the Associated Press. Previously, only Americans were allowed to reserve the site’s Cuban listings. They will open to international users on April 2.
Airbnb launched its Cuban operations in April 2014, four months after the Obama administration revealed that it will begin to restore diplomatic relations with the Communist country.
The historic policy change means that travel and trade sanctions will be lifted, which is expected to boost tourism to Cuba dramatically because Americans no longer need licenses to visit. In fact, President Obama is currently on an official visit to Cuba, the first president since Calvin Coolidge to do so.
According to the AP, Cuba is currently Airbnb’s fastest-growing market, with about 4,000 homes added since it opened listings.
Other travel businesses taking advantage of the U.S.-Cuba thaw include Starwood Hotels, which announced a deal yesterday to manage three Cuban hotels, making it the first American company in six decades to do so, and Marriott, which has received permission from the Treasury Department to pursue agreements with Cuban partners.
Sprint and Verizon are also launching services for tourists to Cuba. The two are the first American companies to offer direct roaming service after signing deals with Cuba’s state-owned telecom.

Google Capital invests in Girnar Software, owner of Indian auto portal CarDekho.com

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Girnar Software, which runs several auto portals in India including CarDekho.com, has raised an undisclosed amount of new funding from Google Capital, with participation from returning investor Hillhouse Capital.
This is the fourth Indian startup Google Capital has invested in (its portfolio also includes FreshdeskCommonfloor, and Practo).
Before this round, Girnar Software had already raised at least $80 million. In addition to CarDekho.com, Girnar Software runs car classifieds sites Gaadi.com and Zigwheels.com, former competitors which it acquired in 2014 and 2015, respectively, and motorbike marketplace BikeDekho.com.
Girnar Software expanded its auto portal business internationally last March with the launch of CarBay.com, which operates in 25 countries in Asia, Africa, the Middle East, Europe, North America, and South America.
The company plans to continue growing overseas with its latest funding by making acquisitions, founder and CEO Amit Jain tells TechCrunch. In its home market, Girnar Software’s sites targets Indian car sellers and buyers with value-added services, like insurance, car accessories, tires, and roadside assistance.
According to a study by Japanese financial firm Nomura, India’s auto market is expected to grow 15.6 percent this year, nearly five times faster than the global growth rate. Factors fueling car ownership include larger salaries and pending tax changes that might make buying a vehicle cheaper.
CarDekho differentiates from rivals with technology like 360-degree of car interior and exteriors, audio recordings of horns, engines, and ignition, and virtual reality showrooms. The goal is to “ensure that the consumer gets an immersive experience of the car model he’s considering before he even visits a dealer showroom,” says Jain. It will improve its platform by investing some of its new funding into research and development.
In a press statement, Google Capital partner David Lawee said, “We’re very excited to be investing in Girnar Software, the parent company of Idia’s leading auto portal, CarDekho.com. The team is led by savvy entrepreneurs with a strong product orientation, who have positioned the company perfectly in a rapidly growing market.”

Building a smarter home

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The Jetsons presented a highly entertaining vision of what homes of the future would looklike. The animated television show anticipated a world where humans would be able to do everything with just the push of a button.
In many ways, the show turned out to be prophetic; today we have printable food, video chats, smartwatches and robots that help with housework — and flying cars may even be on the way. The challenge for companies is to integrate digital technologies in meaningful ways that enhance people’s homes and improve their lives.
Many of the innovations to emerge over the past few years have been geared toward this kind of “push-button living.” Thanks to the rise of smartphones and the proliferation of cheap sensors, it is possible to make just about any household appliance “smart” and “connected.” By 2019, companies are expected to ship 1.9 billion connected home devices, bringing in about $490 billion in revenue. However, we are already seeing that many of these connected home devices are limited in their utility and scope.
Take the example of a connected coffee maker. Pushing a button on your phone to turn on the coffee maker from bed may seem convenient, but coffee makers with built-in timers have existed for years, and making coffee once you are already up is just not that much of a pain point. Are consumers really going to buy a new coffee maker and download a new app for such a minor “improvement?” The same is true for lighting. Flipping a light switch is less cumbersome than what is involved in turning on lights via an app.
Simply attaching a sensor and adding connectivity doesn’t automatically make a device smarter or more useful.
Moreover, consumers certainly are not going to make that kind of effort and download an app for every appliance in their home. That would be arduous to manage, creating more work, rather than less. Rather than an assemblage of devices that can be controlled from smartphones, the homes of the future will integrate technology more seamlessly in ways that actually impart value. There will be less of the smartphone in the smart home.
Limiting the reliance on smartphones, and enabling the technology to recede into the background, requires three things. First, the sensors must be integrated, rather than controllable through a separate device. In the case of lighting, adding a motion sensor makes control via the light switch and via an app obsolete. The light turns on when someone walks into a room, and turns off when no one is there. The light bulb becomes an actor.
Second, it will require new interfaces. There are certain capabilities that smartphones provide, like security, that the homes of the future will have to replace. For example, right now people either access their homes using a key or, as of recently, via smart locks that are controlled from an app. In 2030, biometrical technology will enable people to get in. The surface of the door will recognize members of your family through their retina or skin structure. Residents will be able to communicate directly with the digitized “thing” without any intermediaries.
Third, the homes of the future will be smarter than they are today through learning algorithms. The things/devices will learn the residents’ preferences and use those to predict behaviors. It will not be necessary to program a light timer or a thermostat because the light already knows the residents’ movements and behaviors.

The other major trend that will shape the connected home over the next few decades is sustainability. Smart materials will make homes leaner and more energy efficient. One example is smart window glass, enabled by digitized shades, that will automatically darken when there is too much sun, meaning shutters are no longer necessary.Knowledge of the preferred setting enables the device to simulate your presence when you are out and automatically regulate it to your liking when you are in. Devices that adapt to users’ habits over timewill create a very intimate way of individualizing one’s home.
In addition, homes will become sustainable through the addition of a digital layer. Multifunctional devices will serve as platforms that make single-function devices obsolete. For instance, enhancing a light bulb with sensors turns it into a security system, because the bulb can alert the security service when it senses an unexpected presence, thereby making regular alarms obsolete.
People search for ways to uncomplicate their lives, or at least their homes, rather than the opposite. Technology is supposed to help us do that — but simply attaching a sensor and adding connectivity doesn’t automatically make a device smarter or more useful. A deep integration of connectivity and sensors applied to clear use cases willfinally distinguish a smart home device and service from just digitized ones.

Review: Nikon’s D5500 lacks charm, but shoots fair photos

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Review: Nikon’s D5500 lacks charm, but shoots fair photos
The term “entry-level” DSLR is often an oxymoron. DSLRs tend to be full of enough features to frighten off newbies and, depending on price, enough bells and whistles to keep you busy for weeks.
So is the new Nikon D5500 entry-level? After a few glances and general fooling around, I quickly realized the Nikon D5500 has many of the specs found in a better class of camera.
Price as reviewed: $1,049 with 140mm kit lens, at Nikon USA
After all, this is a DSLR originally released back in 2015, but image quality only gets marginally better year to year — it’s more about focus speeds, lens selections and color compositions that determine what’s worth your assortment of Benjamins.
Speaking of which, it’s time to figure out what this camera really is: it’s specifications time.

Basics

  • 24.2 megapixel APS-C sensor
  • 39 autofocus points
  • ISO 100-25,600/5 fps shooting
  • 1/4,000 to 30 seconds shutter in 1/3 or 1/2 stops, bulb
  • 1080p HD video shooting at 60 fps
  • 3.2″ 1,036,800 dot screen with 170º viewing
  • Built-in flash
  • WiFi/remote control app access
  • 95 percent coverage single-reflex viewfinder

Design

The Nikon D5500 is built using the run-of-the-mill DSLR reinforced (carbon fiber) plastic and leather-esque accents seen on nearly all of their D-series cameras. After being exposed to this sort of aesthetic for years, it eventually becomes lackluster, but that is not to say that the D5500 is an entirely unattractive camera.
Smooth corners and red rubber accent near the camera grip is an icon of Nikon DSLRs in recent years. The beefy figure and assortment of buttons might even intimidate amateur or new photographers.
L1120790For example, you have your run-of-the-mill playback, directional, exposure, view mode, menu, focus lock, exposure and delete buttons, but Nikon also has an info button, i button, individual zoom-in/zoom-out buttons, drive mode, function and flash buttons — and that’s all excluding the two extra switches on the 18-140mm VR lens: vibration reduction on/off, or manual/autofocus.
There is a lot going on here, evidently.
But this isn’t a pro-level camera, either. For someone unfamiliar with some more advanced camera functions, the D5500 could appear as if it’s a terminal designed to control a reusable rocket, but that just isn’t the case. What this actually means is that Nikon has crammed way too many buttons onto the D5500, in too many places. I’ve used pro-DSLRs that have a similar number (or fewer) of physical inputs, but they were grouped in areas that made them easily accessible when shooting with the camera to your face.Aesthetically, the D5500 is definitely more serious than your smartphone camera or the silly point-and-shoot camera you used to whip out at family gatherings — this is a camera systembuddy.
The D5500’s button layout makes it seem as if I must learn that the most indiscriminate movement of my fingers will trigger some sort of function — and that might not always be beneficial to my shot.
L1120788
So, it turns out Nikon’s offering is decidedly entry-level DSLR, with some exception to the number of megapixels at the photographer’s disposal. That being said, there’s nothing inherently wrong with owning an entry-level DSLR in a sea of highly capable mirrorless cameras. However, purists might say otherwise, and a first-time “serious camera” owner might not even care.
In the end, using the D5500 is both a task and artistic expression, which I’ll get right to.

Experience

L1130086
Sometimes you want to be excited by using a camera to capture the moment. The D5500 crops that experience, slightly. 
When describing the usage experience of a camera, sometimes I like to use scenarios. They paint an image of the camera’s capabilities in the setting, but also truly tell me whether or not I like using the camera (subjective) and if it delivers crisp images under specific device and environmental settings (objective).
So, I took the D5500 downstairs, down the block and into the street near my dorm at Claremont Avenue, near Riverside Park. Thankfully, a cycling race had closed down a few sunny blocks, and the riders made passes every few minutes or so. Perfect action-shooting conditions.
The second scenario was all about shooting a subject. So, I took a subject, made him my model and shot photos of him on an overcast day. Simple enough, no?
The third, and final scenario that I’m illustrating in the example gallery here features some basic urban shots, just to give a taste of what it’s like to whip out the D5500, taking pictures of things seen.
Generally, the D5500 did a fine job of staying in focus (39-point AF!), with not too much grain or overcompensation — but that was only because of my use of custom shooting inputs (exposure control, use of scene modes or other things). Meaning that it’s not bad to leave this DSLR in “auto” mode; you won’t be getting the most out of it if you do, but that goes for any DSLR camera, really.
Also, you must realize the limitations of a cropped sensor (APS-C) versus that of a full-frame (usually slightly more expensive), and that while you’re giving up coverage area, you might also be giving up on skill building. And that’s more akin to your taste in photography.

Photo examples

A few moments captured by the D5500 below. They illustrate a few of the photo characteristics it has.

What about the 1080p HD video, you ask? Well, the D5500 isn’t going to make you the next Casey Neistat, though you can definitely get a decent shot in a pinch. However, the stereo mic won’t cut it for wind noise (a given, really) and the focus is not as quick to the task, either.

Bottom line

L1130088
For the most part, I was alright with fooling around on the Nikon D5500, as it’s a camera that is chock-full of decent specs — and shoots fair.
It is worth noting, though, that the mobile app is a bit plain and there are myriad buttons (in too many separate places). You need to learn about ISO, shutter speed, aperture, exposure and all the other things that making shooting with a DSLR (or a mirrorless camera) that much more difficult, but also more rewarding.
Basically, the auto mode renders crisp and clear, but not engaging or otherwise interesting photographs.
As for recommending the D5500? I can, on the grounds that you’re willing to know how to use all the buttons. However, if you are in the market for a camera that costs more than $1,000 and want something compelling — hardware that enamored you, even if you have no shooting experience — the D5500 might make you kvetch.

Wednesday, March 16, 2016

Ticketfly builds concert app from the ashes of its WillCall acquisition

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WillCall had great design and community, but didn’t have tickets to the best concerts.Ticketfly had deep relationships with music venues, but no one was using it to discover shows. Today, Ticketfly’s acquisition of WillCall comes full circle.
The parent company is using what it learned about style and recommendations to launch its own native iOS concert discovery app. Meanwhile, Ticketfly will sunset WillCall, which let users browse and buy tickets to a curated set of shows in SF, NYC, or LA.
07-Combination
The question is whether people will find Ticketfly’s app valuable given that it’s an incomplete list of nearby concerts. Unlike ticketing service-agnostic discovery apps like Songkick or BandsInTown, Ticketfly only highlights shows it sells tickets for directly. If a concert is sold through TicketMaster, EventBrite, or another service, it won’t show up in Ticketfly’s app.
WillCall co-founder turned Ticketfly general manager Donnie Dinch says in the future the app could show inventory from other ticketers. But for now he admits the deficiency, saying “people will primarily use this as a way to access their tickets for shows they’ve purchased through Ticketfly.”
one-tap-purchase
But Ticketfly did build in one of WillCall’s best features: curation. Oftentimes you won’t know the music of every artists playing in your city each night. Thankfully, Ticketfly’s community team will hand-pick featured shows you won’t want to miss. Ticketfly’s app also lets you search through its 90,000 shows per year, and store billing information for rapid two-tap payment. Users can pull up the digital copies of their tickets on the app when they get to the venue door.
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WillCall co-founder and Ticketfly GM Donnie Dinch
Ticketfly is also co-opting one of the most beloved features of its comprehensive concert discovery competitors. You’ll be able to set up notifications for your favorite artists to find out when their tickets go on sale so you can score some even if they sell out in seconds.
But perhaps the biggest opportunity here is how Ticketfly’s new native app could interact with Pandora, which acquired the ticketing service for $450 million late last year. See, Pandora has a money problem. After paying out streaming music royalties, it doesn’t get to keep much to cover its costs. Meanwhile, its audio ads are only effective if they’re selling something music lovers want.
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That’s why it acquired Ticketfly. If Pandora could promote Ticketfly concerts via audo ads played to users listening to those artists, it could earn a lot more revenue. And now with a native app, switching users from Pandora to Ticketfly will be much simpler than delivering them to a mobile website.
Between Ticketfly, WillCall, the corpse of Rdio it acquired, Next Big Sound analytics, and its own radio app, Pandora has plenty of music assets. The challenge will be making them all play in harmony.