Indeed, I have a copy of Office 97. The version of Outlook in this requires an add-on in order to access POP, SMTP and IMAP; it does not support these out of the box.
I have a copy of Office 97, and Outlook works fine with POP3/SMTP. Not sure about IMAP, though.
I've got the whole set. My school was throwing them out, so I grabbed them. A lot of the information is outdated, but there still fun to read. Computers have changed alot, but the fundamentals are still there. Which the books cover nicely.
Maybe libraries are easy to get to where you live, but not where I do. Not every one lives in a big city. The nearest library is about 30 minutes away for me. And that's a rather small one, too. To find a big library that has what I want to find, it's at least 2 to 3 hours away.
Although I don't think its fun, this does raise a good point. If everything worked like it said it does, a lot of tech people would be out of a job. If anyone could set up computers, and there never were any problems, what would I do for a living? And besides, what doesn't kill you only delays the inevitable.
$1.79 may not seem like much, but when we messed up 10-20 a day (or $17.90-$35.80 a day), it sure turn out to be a lot. And yes, we used to buy CD's for quite a bit too. We had to burn them one at a time on our 166Mhz computer, and reset it every time we burned on. And it failed on 1 out of 5, if not more. So yes, I am worried about $1.79
Re:I dunno but...
on
DVD-Rs go 8x
·
· Score: 2, Informative
I have a small 1 to 2 DVD duplicator that I never use at anything above 1x. Why? Because even at 1x, every dozen times or so it makes a couple of $1.79 drink costers. At 2x, it does that every other time! Sure, the drives are about 6 months old, but they shouldn't be failing so soon. That is, unless they are tring to boost DVD-R drive sales.
Last week I covered Roku, the high-end digital media player for HDTV buyers with money to burn. Roku was founded and financed by Anthony Wood, who made out well when he sold ReplayTV to SonicBlue. He's a rich guy selling gizmos to other rich guys, but not all startups have Anthony's resources. Here is a success story from one resource-challenged startup. Wallflower, which is also in the digital photograph display business, managed to get itself off the ground with a strategy I've seen only once before: dumpster diving.
The company makes (expensive) digital picture frames that compete with Ceiva, Digiframe, and Pacific Digital. Nothing special there. But Wallflower's startup plan was based around building its high-end products with pieces from recycled computers. To get started, Wallflower founders Mitch Kahn and Gordon Clyne bought 150 old but unused laptops from liquidators and via eBay, for $25 to $150 each. They were obsolete as workstations (most had 133MHz CPUs and smallish hard drives) but had the right pieces to make nice picture frames--most importantly, working 12" LCD panels.
Mitch and Gordon's small team disassembled the machines, mounted the displays in handmade wood frames with the motherboard and hard disk, and added Wi-Fi and their own Linux-based software. Basically, the Wallflower displays are Web servers that appear on a Windows desktop as disk drives--you put one on your network and you can just drag pictures onto it, and call up its internal home page to manage its settings. Now you have a nice big electronic photo frame to show your digital pictures, and changing the display is as easy as typing a URL into your home computer.
Frankly I can't see spending $500 for one of these things--but what do I know? Shortly after Forbes ran an article about the product, Wallflower sold out of its inventory of Frankensteined picture frames. Left with nice cashflow from its rising order volume, and needing more certainty in its supply chain than Weird Stuff Warehouse could provide, Wallflower recently gave up on the whole recycled kick and started buying components from manufacturers, the way most computer companies do.
With the new manufacturing strategy, the company is able to offer more features and bigger screens, but it had to raise its prices since these components are more expensive. Although I imagine they save a fortune in assembly costs, since they no longer have to dismantle laptops to get their parts.
There is a thriving economy in the leftover computer business. Another company in this space, RetroBox, makes money coming and going. First of all, they take in used computers from businesses that no longer need of them, and carefully scrub the hard disks clean of data--companies are so worried that old machines will get out into the world with sensitive data on them that they'll pay nicely for this service. Then, of course, RetroBox is free to re-sell the scrubbed hardware to new users or to re-builders like Wallflower.
But back to Wallflower. I love this story, since it combines the identification of an unusual but growing market space (digital picture frames) with the extremely clever, low-cost startup strategy of making its first products from unloved, unsold, obsolete technology. The founders knew full well that strategy wouldn't scale if they became successful, and they were able to switch to more ordinary production methods when they did, about one-and-a-half years ahead of plan.
As I said earlier, this manufacturing model isn't completely new: In 2000, startup Scout Electromedia released the Modo, a pager-like device that functioned as a city guide in New York. Scout made me look like a chump by folding shortly after I wrote a Catch of the Day about it. But the guts of the unsold Modos lived on: Wideray's first batch of products (it makes devices that beam data to PDAs and phones) used disassembled Modos for their pager receivers; it was a lot cheaper than buying or building new parts. Three years later, Wideray is of course no longer using Mo
SCO's Legal Fees Could Jeopardize Its Software Business 19 November 2003 George J. Weiss The SCO Group will pay its lawyers $9 million to pursue lawsuits against Linux users. Linux users should keep a low profile and have a contingency plan. SCO customers should have a migration plan in case SCO's legal strategy falters.
Event
On 18 November 2003, SCO announced that it would pay $1 million and issue shares worth $7.95 million to Boies, Schiller & Flexner. This law firm represents SCO in its lawsuits against companies using Linux in alleged violation of SCO's intellectual property rights.
First Take
Mounting financial pressures have forced SCO to find alternatives to pay Boies, Schiller & Flexner. SCO not only faces the litigation against IBM (scheduled for April 2005) but must also defend counterclaims by Red Hat and IBM. Moreover, after threatening 1,500 Linux users for infringing its intellectual property rights, SCO has declared that within 90 days (or by about February 2004) it will start litigation against one or more Fortune 500 companies with large Linux installations.
SCO has declared in filings with the U.S. Securities and Exchange Commission that its competitive position could decline if the company can't obtain additional financing. The latest share issue will dilute shareholders' investments about 3.5 percent. It comes on top of a previously announced arrangement giving Boies, Schiller & Flexner a 20-percent share in SCO if the company were sold. SCO also received an investment of $50 million from BayStar Capital in return for 17.5 percent of outstanding shares. We believe that these moves compromise SCO's mission as a software company. Increasingly, the legal and financial aspects of the intellectual property infringement cases will absorb the company's attention, and a law firm will be in an increasingly powerful position to set the overall agenda for its compensation. Therefore, SCO will likely pursue claims against Linux users quickly. Its degree of success will determine the vendor's financial health.
Recommendations:
* Keep a low profile and do not divulge details on Linux deployments.
* Until a judgment in a case would unequivocally warrant it, Linux users should not pay SCO the license fees it has asked for to settle its allegations of infringement of intellectual property rights.
* Do not permit SCO to audit your premises without legal authorization.
* Your legal counsel should monitor developments and understand the infringement claims.
* Pressure high-profile Linux vendors to contractually guarantee against infringement claims by covering court costs. Evaluate Hewlett-Packard's willingness to indemnify Linux customers.
* Fence off the innocuous Linux deployments (such as network-edge solutions) from the performance-intensive ones. Where feasible, delay deployment of high-performance systems until the end of 1Q04 to see what SCO will do.
* If high-performance Linux systems are in production, develop plans that would enable a quick changeover in case SCO wins a favorable judgment and requires the Linux kernel code to be substantially changed. Unix systems are the best alternatives.
* For customers of SCO Open Server and UnixWare, an unfavorable judgment could cause SCO to cease operations or sell itself. That could harm future support and maintenance. Just in case, prepare a plan for migrating to another platform within two years.
But if you threw enough exploding bananas at a high enough speed, you could throw the bananas right through the building. With the laser, you could just make a big hole in the building. Sure, there may be people inside, but there aren't any in the QBasic game.
I always wanted to hear the other side to to hear the other side of this whole SCO story, and I just have one question. Are there any SCO Employees on Slashdot? What are your opinions?
Slashdot Mirror
Indeed, I have a copy of Office 97. The version of Outlook in this requires an add-on in order to access POP, SMTP and IMAP; it does not support these out of the box.
I have a copy of Office 97, and Outlook works fine with POP3/SMTP. Not sure about IMAP, though.
I've got the whole set. My school was throwing them out, so I grabbed them. A lot of the information is outdated, but there still fun to read. Computers have changed alot, but the fundamentals are still there. Which the books cover nicely.
Maybe libraries are easy to get to where you live, but not where I do. Not every one lives in a big city. The nearest library is about 30 minutes away for me. And that's a rather small one, too. To find a big library that has what I want to find, it's at least 2 to 3 hours away.
After all, that which doesn't kill us ...
Only delays the inevidible.
Although I don't think its fun, this does raise a good point. If everything worked like it said it does, a lot of tech people would be out of a job. If anyone could set up computers, and there never were any problems, what would I do for a living? And besides, what doesn't kill you only delays the inevitable.
This still doesn't say what the issues are!
$1.79 may not seem like much, but when we messed up 10-20 a day (or $17.90-$35.80 a day), it sure turn out to be a lot. And yes, we used to buy CD's for quite a bit too. We had to burn them one at a time on our 166Mhz computer, and reset it every time we burned on. And it failed on 1 out of 5, if not more. So yes, I am worried about $1.79
I have a small 1 to 2 DVD duplicator that I never use at anything above 1x. Why? Because even at 1x, every dozen times or so it makes a couple of $1.79 drink costers. At 2x, it does that every other time! Sure, the drives are about 6 months old, but they shouldn't be failing so soon. That is, unless they are tring to boost DVD-R drive sales.
Last week I covered Roku, the high-end digital media player for HDTV buyers with money to burn. Roku was founded and financed by Anthony Wood, who made out well when he sold ReplayTV to SonicBlue. He's a rich guy selling gizmos to other rich guys, but not all startups have Anthony's resources. Here is a success story from one resource-challenged startup. Wallflower, which is also in the digital photograph display business, managed to get itself off the ground with a strategy I've seen only once before: dumpster diving.
The company makes (expensive) digital picture frames that compete with Ceiva, Digiframe, and Pacific Digital. Nothing special there. But Wallflower's startup plan was based around building its high-end products with pieces from recycled computers. To get started, Wallflower founders Mitch Kahn and Gordon Clyne bought 150 old but unused laptops from liquidators and via eBay, for $25 to $150 each. They were obsolete as workstations (most had 133MHz CPUs and smallish hard drives) but had the right pieces to make nice picture frames--most importantly, working 12" LCD panels.
Mitch and Gordon's small team disassembled the machines, mounted the displays in handmade wood frames with the motherboard and hard disk, and added Wi-Fi and their own Linux-based software. Basically, the Wallflower displays are Web servers that appear on a Windows desktop as disk drives--you put one on your network and you can just drag pictures onto it, and call up its internal home page to manage its settings. Now you have a nice big electronic photo frame to show your digital pictures, and changing the display is as easy as typing a URL into your home computer.
Frankly I can't see spending $500 for one of these things--but what do I know? Shortly after Forbes ran an article about the product, Wallflower sold out of its inventory of Frankensteined picture frames. Left with nice cashflow from its rising order volume, and needing more certainty in its supply chain than Weird Stuff Warehouse could provide, Wallflower recently gave up on the whole recycled kick and started buying components from manufacturers, the way most computer companies do.
With the new manufacturing strategy, the company is able to offer more features and bigger screens, but it had to raise its prices since these components are more expensive. Although I imagine they save a fortune in assembly costs, since they no longer have to dismantle laptops to get their parts.
There is a thriving economy in the leftover computer business. Another company in this space, RetroBox, makes money coming and going. First of all, they take in used computers from businesses that no longer need of them, and carefully scrub the hard disks clean of data--companies are so worried that old machines will get out into the world with sensitive data on them that they'll pay nicely for this service. Then, of course, RetroBox is free to re-sell the scrubbed hardware to new users or to re-builders like Wallflower.
But back to Wallflower. I love this story, since it combines the identification of an unusual but growing market space (digital picture frames) with the extremely clever, low-cost startup strategy of making its first products from unloved, unsold, obsolete technology. The founders knew full well that strategy wouldn't scale if they became successful, and they were able to switch to more ordinary production methods when they did, about one-and-a-half years ahead of plan.
As I said earlier, this manufacturing model isn't completely new: In 2000, startup Scout Electromedia released the Modo, a pager-like device that functioned as a city guide in New York. Scout made me look like a chump by folding shortly after I wrote a Catch of the Day about it. But the guts of the unsold Modos lived on: Wideray's first batch of products (it makes devices that beam data to PDAs and phones) used disassembled Modos for their pager receivers; it was a lot cheaper than buying or building new parts. Three years later, Wideray is of course no longer using Mo
SCO's Legal Fees Could Jeopardize Its Software Business
19 November 2003
George J. Weiss
The SCO Group will pay its lawyers $9 million to pursue lawsuits against Linux users. Linux users should keep a low profile and have a contingency plan. SCO customers should have a migration plan in case SCO's legal strategy falters.
Event
On 18 November 2003, SCO announced that it would pay $1 million and issue shares worth $7.95 million to Boies, Schiller & Flexner. This law firm represents SCO in its lawsuits against companies using Linux in alleged violation of SCO's intellectual property rights.
First Take
Mounting financial pressures have forced SCO to find alternatives to pay Boies, Schiller & Flexner. SCO not only faces the litigation against IBM (scheduled for April 2005) but must also defend counterclaims by Red Hat and IBM. Moreover, after threatening 1,500 Linux users for infringing its intellectual property rights, SCO has declared that within 90 days (or by about February 2004) it will start litigation against one or more Fortune 500 companies with large Linux installations.
SCO has declared in filings with the U.S. Securities and Exchange Commission that its competitive position could decline if the company can't obtain additional financing. The latest share issue will dilute shareholders' investments about 3.5 percent. It comes on top of a previously announced arrangement giving Boies, Schiller & Flexner a 20-percent share in SCO if the company were sold. SCO also received an investment of $50 million from BayStar Capital in return for 17.5 percent of outstanding shares. We believe that these moves compromise SCO's mission as a software company. Increasingly, the legal and financial aspects of the intellectual property infringement cases will absorb the company's attention, and a law firm will be in an increasingly powerful position to set the overall agenda for its compensation. Therefore, SCO will likely pursue claims against Linux users quickly. Its degree of success will determine the vendor's financial health.
Recommendations:
* Keep a low profile and do not divulge details on Linux deployments.
* Until a judgment in a case would unequivocally warrant it, Linux users should not pay SCO the license fees it has asked for to settle its allegations of infringement of intellectual property rights.
* Do not permit SCO to audit your premises without legal authorization.
* Your legal counsel should monitor developments and understand the infringement claims.
* Pressure high-profile Linux vendors to contractually guarantee against infringement claims by covering court costs. Evaluate Hewlett-Packard's willingness to indemnify Linux customers.
* Fence off the innocuous Linux deployments (such as network-edge solutions) from the performance-intensive ones. Where feasible, delay deployment of high-performance systems until the end of 1Q04 to see what SCO will do.
* If high-performance Linux systems are in production, develop plans that would enable a quick changeover in case SCO wins a favorable judgment and requires the Linux kernel code to be substantially changed. Unix systems are the best alternatives.
* For customers of SCO Open Server and UnixWare, an unfavorable judgment could cause SCO to cease operations or sell itself. That could harm future support and maintenance. Just in case, prepare a plan for migrating to another platform within two years.
Or:
Xtra Problems!
One of the patches kept asking for the Microsoft Office registration info. And another didn't let the computer use the internet.
We use Linux! We use the Red Hat network to patch our computers, and they are usally patched in 24 hours.
Where I live, it takes 20 minutes to get to town!
Seriously, though, we are 27 miles away from the nearest stoplight.
But if you threw enough exploding bananas at a high enough speed, you could throw the bananas right through the building. With the laser, you could just make a big hole in the building. Sure, there may be people inside, but there aren't any in the QBasic game.
My keyboard (Cirque Input Center) actually has a Ctrl-Alt-Del key. Why don't all keyboards have this?
Yeah, why don't they sue the gun makers while their at it? And who owned the gun? Shouldn't they be sued too?
Does it run Linux?
I don't know. That's why I am asking! Anyway, if they do exist, speak now or forever hold you peace.
I always wanted to hear the other side to to hear the other side of this whole SCO story, and I just have one question. Are there any SCO Employees on Slashdot? What are your opinions?