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Samsung Electronics and Napster Partner on New Portable Music Device to Debut This Fall
NEW YORK--(BUSINESS WIRE)--Sept. 16, 2003--
An Alliance between the Leader in Digital Music and the Leader in Digital Audio Devices Will Provide Unmatched User Experience to Music Enthusiasts
Samsung Electronics and Napster are forging a technology and marketing partnership to improve the experience of consumers using digital music. The partnership - announced today at Samsung's DigitALL Inspiration 2003 Showcase by Eric Kim, Executive Vice President and Head of Global Marketing Operations and Digital Solution Center for Samsung Electronics, and Chris Gorog, Chairman and CEO of Roxio (Nasdaq:ROXI), the parent company of Napster - kicks off with the introduction of a new Samsung-Napster digital audio player that is designed to work seamlessly with the Napster 2.0 music service launching in the U.S. by the holidays. The new device will be available in retail stores this fall.
The partnership will include joint engineering and co-marketing activities centered on a line of portable music devices that integrate with Napster 2.0. The Samsung devices will be co-branded and identified as "Napster compatible" on the packaging, helping consumers understand that the Napster service and Samsung device work together seamlessly.
Napster 2.0 will offer music fans access to more than 500,000 tracks of the world's greatest music from all five major record labels and hundreds of independent labels. Users of the service will be able to purchase individual tracks or albums, which can be transferred to portable devices and burned to CDs. In addition, consumers may select a premium version of the service that offers unlimited listening and downloading, radio and community features, and unique content.
"The Samsung Electronics and Napster partnership is an example of our ongoing commitment to providing our customers with innovative products that are simple for everyone to use," said Eric Kim. "Our partnership with Napster enables us to offer our customers a seamless experience from selecting and downloading legal music from Napster to enjoying that music on the Samsung player. The relationship with Napster enables us to develop a line of offerings that will deliver an unmatched customer experience using our products with Napster content."
"Napster and Samsung share the vision that the digital music experience should be fun and very easy," said Chris Gorog. "Combining the resources of this global leader in consumer electronics together with the most recognized online music brand in the world, we will introduce a line of products that dramatically enhances the digital music experience. We look forward to a rewarding relationship with Samsung that benefits music fans everywhere."
About Napster
Napster is the world's most recognized brand in online music. Napster has extensive content agreements with the five major record labels, as well as the top independents. The service will deliver access to one of the largest music catalogs, featuring artists from Eminem and Miles Davis to the Dixie Chicks and Bob Marley. Napster is a division of Roxio, Inc., (Nasdaq:ROXI), The Digital Media Company(R) and provider of the best selling digital media software in the world. Napster has offices in Los Angeles and New York.
About Samsung Electronics
Samsung Electronics Co. Ltd. is a global leader in semiconductor, telecommunication, and digital convergence technology. Samsung Electronics employs approximately 75,000 people in 89 offices in 47 countries. The company is the world's largest producer of memory chips, TFT-LCDs, CDMA mobile phones, monitors and VCRs. Samsung Electronics consists of four main business units: Digital Media Network, Device Solution Network, Telecommunication Network and Digital Appliance Network Businesses. For more information, please visit http://www.samsung.com.
About Samsung Electronics America, Inc.
Headquartered in Ridgefield Park, NJ, Samsung Electronics America, Inc. (SEA), a wholly owned subsidiary of Samsung Electronics Co., markets a broad range of award-winning, advanced digital consumer electronics and information systems products. The SEA organization oversees the North American operations of Samsung Telecommunications USA, Samsung Electronics Canada and Samsung Electronics Mexico. Please visit www.samsungusa.com for more information.
Safe Harbor Statement
Except for historical information, the matters discussed in this press release, in particular matters related to Napster's relationship with Samsung, the re-launch of Napster, and product development, are forward-looking statements that are subject to certain risks and uncertainties such as increased competition, failure to maintain key corporate relationships, product development failures, and undetected errors in the Napster software and service that could cause actual results to differ materially from those projected. Additional information on these and other factors are contained in Roxio's reports filed with the Securities and Exchange Commission (SEC), including the Company's Quarterly Report on Form 10-Q as filed with the SEC on August 14, 2003, copies of which are available at the website maintained by the SEC at http://www.sec.gov. Roxio assumes no obligation to update the forward-looking statements included in this press release.
Copyright (C)2003 Roxio, Inc. All rights reserved. Roxio, the Roxio tagline and Napster are registered trademarks of Roxio, Inc. or its subsidiaries in the United States and/or other countries. All other trademarks used are owned by their respective owners.
http://home.businesswire.com/portal/site/google/index.jsp?epi-content=GENERIC&epi-process=generi...
Perhaps they did it just to remind us of how ill-informed our bashers are. I seem to recall recent prognostications that the O 1000 would never get licensed to anyone except Digitalway.
Mary, names like Flextronics or Celestica pop up in my mind, with market caps in the $4-8 billion range. Quite a few others also fit the bill. And in the strictly FWIW dept., HP brands and sells stuff made in Sony's factories.
Sorry to bust your bubble, Cass. If you look up the market cap or the annual sales of Digitalway, you'll find that neither comes anywhere close to a billion dollars.
No; there is not enough info available to draw a credible conclusion. Anyone who thinks otherwise is just spouting drivel.
How do you know what I believe in this matter? Can you direct me to ANY post that might lead you to such a conclusion regarding my beliefs? Or, better yet, can you point out ANY postings that would support your contention that some portion of our royalties will be passed along to Digitalway? That, after all, was the thrust of my original question. In fact, you might want to look up the definition of royalties.
Let's see... if I read that e-mail correctly, we get paid our royalty when the product is shipped to APS; APS is 'fronting' the manufacturing costs. But you seem to think that we are paying for the manufacturing costs out of these post-manufacturing royalties. That would mean that Digitalway, rather than APS, is 'fronting' the cost of manufacture. Your supposition completely contradicts RP's assertions. Can you explain your twisted reasoning more fully?
RP never raised the subject of Spirit Air; some pink sheet pumping e-mail did. I also recall a post by someone stating that Boyer had said that they discontinued talks with Natvan. As a moderator, don't you feel that you should post something approaching the truth, rather than fabricating crap about RP?
She'll need to be xtra diligent; these guys may cloud the issue...
Aircraft Protective Services Inc
88 Urban Avenue
Westbury, NY 11590
(Boeing sez they hold certs for a number of maintenance processes.)
FWIW:
DMX MUSIC is a partially owned subsidiary of Liberty Media Corporation. Liberty Media holds interests in a broad range of video programming, communications, technology and Internet businesses in the United States, Europe, South America and Asia.
Liberty Media affiliates include globally branded entertainment networks such as Discovery Channel, USA, QVC, Encore, and STARZ! Liberty's assets also include interests in international video distribution businesses; international telephony and domestic wireless telephony; plant and equipment manufacturers; and other businesses related to broadband services. Liberty Media Corporation Class A and Class B Common Stock are traded on the New York Stock Exchange under the symbols "L"...
“We needed a company that could handle our current volume, as well as guide us into the digital world over the coming years, and DMX MUSIC’s service was the best solution for our needs,” said Melissa Mango, Product Manager, Audio/Video Programming for American Airlines. “We are confident that our relationship will continue to be mutually rewarding.”
Unlikely, d&b; doesn't seem to fit any of the categories ( http://www.waea.org/events/avion/2003/THE%20CATEGORIES.doc )
Philo, the real question (despite dubious attempts by dubious people to steer the conversation elsewhere) remains "Will airlines buy IFE equipment from APS?" The answer remains an undisputed YES.
Some links to keep busybodies busy:
http://www.apslocates.com/
http://www.appliedps.com/content.htm
http://home.earthlink.net/~aps_inc/
http://www.aps-1.com/
http://www.igearonline.com/about.asp
http://www.siltstop.com/page2.html
http://vcs.teamaps.com/
http://www.apsfoam.com/
http://www.apscontractors.homestead.com/index.html
http://www.advancedpayroll.net/
Shame on APS for stealing from so many rightful owners!
Gil, the minimum quote size on the OTC is governed by price. For PPS of $0.00 to 0.50, smallest allowable block is 5000, at $0.51 - 1.00, minimum is 2500.
Told ya to move outta that trailer park when we hit 24 : - P
Omigod!!! How much more bad news can we take? Wait!!! That actually puts us closer to the Southwest Airlines booth! Could it be??? Change that market order from Sell to Buy!
June airline rankings:
Rank Airline Emplanements
1 DELTA AIR LINES 7,074,937
2 SOUTHWEST AIRLINES 7,001,082
3 AMERICAN AIRLINES 6,869,615
4 UNITED AIRLINES 5,339,720
5 NORTHWEST AIRLINES 4,003,745
6 US AIRWAYS 3,316,189
7 CONTINENTAL AIRLINES 2,985,376
8 AMERICA WEST 1,778,903
9 ALASKA AIRLINES 1,307,524
10 AMERICAN EAGLE 1,102,567
11 AIRTRAN AIRWAYS 1,062,706
12 EXPRESSJET AIRLINES 1,034,168
13 SKYWEST AIRLINES 961,806
14 ATA AIRLINES 877,984
15 ATLANTIC SOUTHEAST 819,422
16 ATLANTIC COAST 762,020
17 JETBLUE AIRWAYS 753,871
http://airconsumer.ost.dot.gov/reports/2003/0308atcr.doc
Now for a little spin:
If only 1 of every 100 passengers boarding an Alaska flight opted for an IFE unit, they would need over 13,000 units to meet demand. If you allow for multi-stopover flights by a single aircraft with, say, 4 flights per day, you would still need over 3,200 units to meet that 1% demand. Land a couple of the top 5 carriers and you can up that number to 30,000 units. Then raise the demand level to 10% of passengers and you're talking 300,000 units. Will it happen? Can't say. Could it happen? Definitely.
In areas that really matter to customers, Alaska ain't too shabby:
Airline rankings (Top Ten Domestic):
Rank Airline Name Enplanements(May-03)
1 Southwest Airlines 6,541,247
2 Delta Air Lines 6,337,258
3 American Airlines 6,218,797
4 United Airlines 4,699,311
5 Northwest Airlines 3,528,516
6 US Airways 3,289,483
7 Continental 2,628,289
8 America West 1,665,788
9 Alaska Airlines 1,083,729
10 American Eagle 1,073,511
Mary, as noted elsewhere, engineering is distinct from design. IMHO, EDIG engineered ('designed') the electronic circuitry and provided software for the IFE device. Digitalway then would (again IMHO) have worked with EDIG, APS, and quite possibly the end user to design the outward appearances of the unit as well as internal considerations affecting the manufacturing process, such as selecting the most cost-efficient components and configurations that would meet the ultimate specifications of the device.
"Industrial design is the professional service of creating and developing concepts and specifications that optimize the function, value and appearance of products and systems for the mutual benefit of both user and manufacturer.
Industrial designers develop these concepts and specifications through collection, analysis and synthesis of data guided by the special requirements of the client or manufacturer. They are trained to prepare clear and concise recommendations through drawings, models and verbal descriptions.
Industrial design services are often provided within the context of cooperative working relationships with other members of a development group. Typical groups include management, marketing, engineering and manufacturing specialists. The industrial designer expresses concepts that embody all relevant design criteria determined by the group.
The industrial designer's unique contribution places emphasis on those aspects of the product or system that relate most directly to human characteristics, needs and interests. This contribution requires specialized understanding of visual, tactile, safety and convenience criteria, with concern for the user. Education and experience in anticipating psychological, physiological and sociological factors that influence and are perceived by the user are essential industrial design resources.
Industrial designers also maintain a practical concern for technical processes and requirements for manufacture; marketing opportunities and economic constraints; and distribution sales and servicing processes. They work to ensure that design recommendations use materials and technology effectively, and comply with all legal and regulatory requirements.
In addition to supplying concepts for products and systems, industrial designers are often retained for consultation on a variety of problems that have to do with a client's image. Such assignments include product and organization identity systems, development of communication systems, interior space planning and exhibit design, advertising devices and packaging and other related services. Their expertise is sought in a wide variety of administrative arenas to assist in developing industrial standards, regulatory guidelines and quality control procedures to improve manufacturing operations and products."
©2002 Industrial Designers Society of America
9-12 September 2003; Seattle, Washington, USA http://www.waea.org/events/conference/2003
Selling Gadgets in a Wal-Mart World
By SAUL HANSELL
COLONIAL HEIGHTS, Va. — It is probably just a coincidence, but when Circuit City decided to modernize its store here, it moved a quarter-mile away and built a store just across the street from a Wal-Mart.
What is far from a coincidence, however, is how much the inside of the new store resembles a Wal-Mart.
In this model store, as Circuit City calls it, customers grab merchandise from metal shelves and toss it into shopping carts. The staff on the floor are now hourly workers rather than higher-paid commissioned sales clerks. The front of the store is filled with forklift pallets piled with $45 DVD players and $99 televisions, much as they are in that big store across the street.
Last year, Wal-Mart nosed out Circuit City as the nation's second-biggest electronics retailer. Now Circuit City intends to take the discounters head-on, but without giving up sales of higher-margin goods.
Like nearly every other electronics retailer, Circuit City is trying to reinvent itself in an era that has more innovative products and at the same time more brutal competition than ever before.
The rapid succession of digital entertainment devices — the DVD, the digital camera, the MP3 player — should have created a golden age for the stores selling them. But these wonders share a common problem with a previous digital product that had been a hit with consumers: personal computers.
Early in each product's life, prices have fallen and models and features have changed quickly, leaving retailers with expensive, out-of-date inventory. Once that happens, the products become a commodity, and profit margins — always tight in the electronics business — became virtually nonexistent.
"We are in the most incredible product cycle of the last 25 years," said Jeffrey Stone, chief executive of Tweeter, a chain of high-end electronics shops. "We are selling a lot of new stuff but we are not making any profit margin on it."
A market filled with high-volume, low-margin products would seem to play to the strength of discounters, especially Wal-Mart, over traditional electronics stores, which have trained sales help to encourage customers to buy fancier models, warranties and other high-margin add-ons. (Who buys a warranty on a $39 DVD player?)
But the challenges are very different selling the next hot electronics products: high-definition and flat televisions, which can cost as much as $10,000. The fate of the industry rests largely on whether its hourly workers can sell the sets, explaining the bewildering array of formats and technologies. At the same the companies must keeping margins from collapsing, as they have with DVD players.
But the signs are ominous for the retailers. Gateway is making a big push in plasma televisions, and Dell has started to sell them as well. Apex, a brand that helped lead to the collapse of DVD prices, is getting into flat-screen televisions.
And most ominously, Wal-Mart, which already sells high-definition projection televisions, has started testing flat-screen LCD sets and even plasma displays costing almost $5,000, the most expensive item of any sort in the store.
In the face of the threat from Wal-Mart, Circuit City and Best Buy are, in essence, swapping strategies. Best Buy, which became the No. 1 electronics retailer by deciding 10 years ago to convert to a self-service discount model, is now emphasizing more expensive goods and new services like wiring homes for computer networks.
Best Buy is pursuing this strategy even though smaller chains like Tweeter and Good Guys, which have also focused on the affluent early adopter with a penchant for very large televisions, have had a difficult time. Best Buy will still carry the $39 DVD players, but they will be at the back of the store, not in the front as they are in Circuit City.
Circuit City, meanwhile, is looking more like the old Best Buy, stressing self-service and inexpensive goods, and hoping to eke out a profit at the low end with new private-label electronics brands. Earlier this year, the company dismissed 3,900 of its sales clerks when it eliminated sales-commissioned workers and started paying a flat hourly wage.
For now, Best Buy is the only major electronics chain that is thriving financially. Two weeks ago, it said it would exceed its previous profit estimates for the third quarter as a result of increased store sales and lower costs.
By contrast, Circuit City reported that its sales at stores open at least a year were down 9 percent in both June and July compared with the previous year. (It also said it would take a loss trying to exit an ill-fated attempt to sell credit cards, unrelated to its store brand, to people with spotty credit.)
Wal-Mart, too, is trying to move away from the lowest-priced electronics goods. It is doubling the size of the electronics departments in its newer stores and stocking more advanced items earlier in their life cycles. Most Wal-Mart stores now carry DVD recorders, home theater systems and dozens of digital cameras.
Wal-Mart's prices for electronics are generally at the same level as, not below, those of other retail chains. But its economics in the business are vastly more favorable. It draws customers with inexpensive groceries, and it makes incremental profits when someone throws a DVD player or a digital camera into the cart as well.
And it is selling advanced technology with hourly sales clerks who receive no training in the products. (The hourly workers at Best Buy and Circuit City, by contrast, are given Web sites to study with product features and selling tips.)
"Our customer is getting smarter about technology and wants to buy it sooner," said Gary Severson, Wal-Mart's senior vice president who oversees electronics.
Moreover, some digital products, particularly at the low end, are standardized around certain specifications without the subtle variations in features and quality of, say, stereo speakers. As a result, Chinese manufacturing plants now produce millions of computers or DVD players, much as they stamp out Barbie dolls and running shoes.
"The combination of the Chinese manufacturers and the rise of the mass market retailers has been a one-two punch that has hit our industry," said Dave Workman, the president of Ultimate Electronics, a regional chain based in Denver.
The expansion of Wal-Mart is no small threat to Best Buy, which pioneered the self-service discount approach to selling electronics out of a big box store. The company is responding by gingerly de-emphasizing the cheapest commodity products.
"It says Best Buy on the door and we have to offer the lowest price in the market," Brad Anderson, the company's chief executive, said. "Yet we are willing to sacrifice share in fully commoditized products."
Mr. Anderson has also sold Best Buy's struggling Musicland chain and now wants to focus on finding ways to get more sales out of the Best Buy brand. That means a new loyalty program, selling products like broadband connections, and making the stores more appealing to women. (For example, it put video games in the appliance department so children will stay occupied while their mother shops for a new dishwasher.)
Mr. Anderson argues that while new digital products may be inexpensive commodities, the company may be able to make money helping customers getting products to work correctly and connect to each other.
One way to do this is to build a network right into new homes: Best Buy is working with several large home builders as a subcontractor, installing video and computer network cabling. Its plan is to have the builder include a basic wiring package in every home in a development and then to try to sell additional features, like in-wall speakers, video security cameras and even a big screen television, all bundled into the home buyer's mortgage.
Best Buy has also moved its repair technicians out of regional centers to walkup counters in all stores. They handle everything from installing hard drives to helping customers get the spam out of their e-mail. And the company recently bought a small company called The Geek Squad, which sends technicians to people's homes.
There is no question that millions of people are perplexed by technology, but it remains to be seen how many will pay $30 to $100 to visit a technician in a store or to $150 to have a member of The Geek Squad dispatched to their living room.
"It may cost $100 to get a product that costs $100 set up," Mr. Anderson said, "but at the end of the day that is what the user has to pay to get something that works."
Circuit City, for now, does not have the luxury of thinking too far into the future. In the 1990's, the company became distracted by its failed effort to create DivX, a variation of the DVD format that could be played for a few days. Then it started the CarMax auto superstore chain, which it spun off to shareholders last year. In the meantime, Circuit City stores languished while Best Buy was building bigger and brighter stores in better locations.
The company's sales and profits from electronics peaked in 1999 and have been heading downward since. It was clear that the stores were a problem, but the solution has been hard to find. It tested some remodeling concepts, but the $3 million cost was prohibitive. After more experiments, it found that moving stores to newly constructed buildings cost only $1.7 million and produced greater sales increases. But finding the right real estate for such relocations is time-consuming.
So this year it will relocate as many as 20 stores, build 10 ones in new locations, and add new fixtures and lighting in many others. The total cost for this year is $150 million.
The chief executive of Circuit City, W. Alan McCollough, said that these renovations would help reverse the company's lagging sales. "Other folks have a much newer store base than we have," he said, "but that is only a temporary advantage."
The other main element of Circuit City's plan to fight Wal-Mart is to take more direct control over low-priced merchandise. It is increasingly trying to buy products directly from factories in China rather than through companies like Apex. Last year it hired Kim Maguire, a senior executive at Target Stores, to be its chief merchant.
And just as Target battles Wal-Mart with can openers designed by Michael Graves, Circuit City is also developing several private label brands of electronics. Two new MP3 players are now selling under the Verge brand.
Some wonder whether Circuit City is emphasizing the mass market just when the rise of new televisions, home networks and the like would be well suited to its previous higher-end strategy and commissioned sales force.
"Of the 20 million DVD players sold this year in the United States, over half will be sold at $50 or less," Mr. Maguire said. "We can't ignore half the market. That is what gets the feet in the door."
http://www.nytimes.com/2003/08/18/business/18ELEC.html?ex=1061784000&en=253ae46008938046&ei=...
MP3 Product Sales Grow During June
-----------------------------------------------------------------
Arlington, Virginia 8/13/2003
Revenues from MP3 products such as stand-alone MP3 players and headset CD/MP3 players helped fuel growth in audio products in the month of June, according to figures released today by the Consumer Electronics Association (CEA).
Unit shipments of MP3 players attained sales of 336,452 units - an increase of 138 percent compared to the same period in 2002. Year-to-date totals for MP3 players have reached $101.8 million dollars and 904,000 units in sales.
Headset CD/MP3 player sales continue to rise in the triple digits, which helps push the audio category as well. In June, unit sales were up 202 percent, compared to the same period in 2002, to total sales of 547,000 units and dollar sales were up 104 percent to a total of $27 million.
In-dash CD player sales have been boosted by MP3 playback as well. Both unit sales and dollar sales are up 31 percent for the month of June compared to last year to a total 169,00 units and $27 million.
"The growth in MP3 has been monumental in 2003, with it clearly being a purchase criteria for consumers seeking on the go audio," said Sean Wargo, director of industry analysis. "The great news is that this trend has only just begun, now that the format is moving into the mainstream with the new profit based online music services."
With MP3 products continuing to help the audio category, year-end totals still look positive despite a decline in total sales of 17 percent, compared to last year.
Data cited in this release is available for purchase through CEA's Market Activity Reports and Analysis (MARA) program. With more than 500 reports published annually, the MARA program is recognized as the "authoritative source" for data on the consumer electronics industry. For a list of available reports and purchasing information, visit www.eBrain.org/mara or send an e-mail request to info@ebrain.com.
http://www.ce.org/press_room/press_release_detail.asp?id=10275
Rolling Stones Catalog Hits Web
The Rolling Stones catalog is to be made immediately available for legitimate digital distribution for the first time. For a two-week exclusive period, the Rhapsody online subscription service and Best Buy will offer the entire post-1971 Rolling Stones catalog as part of a deal with Virgin/EMI, and the pre-1971 Stones material in an agreement with ABKCO. At the end of the exclusive period on Aug. 31, the EMI material will be made available for download through all legitimate services, including Apple's iTunes Music Store and MusicNet.
The exclusive two-week deal kicks off a long-term pact between Rhapsody, which is owned by Seattle-based RealNetworks, and Best Buy. The 560-store, Minneapolis-based retail chain has installed up to 10 kiosks in each of its outlets where customers can experience Rhapsody. During the two-week Stones promotion, patrons can sign up for a 14-day free Rhapsody trial in Best Buy stores and through bestbuy.com. Best Buy will also sell subscriptions to Rhapsody, which costs $9.95 per month for unlimited streams and an additional 79 cents to burn individual tunes. Also during the two-week promotion, Best Buy will offer a 10% discount on the Rolling Stones' EMI CD catalog.
The Stones, one of the last superstar acts to offer its music online, "realized the time was right and that this was a good opportunity that also tied in with physical retail," says Ted Cohen, EMI senior VP of digital development and distribution. "The tie-in with Best Buy will give people confidence to buy music online, because they're getting music from people they are already used to buying from."
RealNetworks VP of music Sean Ryan says Rhapsody had been in discussions with EMI and ABKCO for more than a year to secure the catalogs. The companies had also been in talks to create a Rhapsody/Best Buy brand. "The Stones deal is just part of a bigger ongoing relationship between us and Best Buy," he says. "This is the mainstreaming of digital services."
-- Melinda Newman, L.A
http://www.billboard.com/bb/daily/article_display.jsp?vnu_content_id=1956951
Yes, head unit is usually in-dash and incorporates display and controls.
Milplease, the Pioneer DEH-P90HDD has a 10 GB drive and goes for ~ $1200. ( http://www.pioneerelectronics.com/pe/product/detail/0,,2076_4039_37868,00.html ) Main drawback is that it can only rip at realtime (1X); Sony has the similarly priced MEX-1HD unit that rips from its CD player at 8X. ( http://www.xplodsony.com/products/?CATEGORY=CD&MD=MEX-1HD# )
I can't think of any 30 second songs worth having. Still awaiting the requested link to a player that can record a song after hearing it (not after just a snippet but after the entire song).
Hmmm - has EDIG pioneered a new type of material???
"reflective metallic metal"! - Will wonders never cease?
I know of no MP3 player (besides the EDIG/Eclipse one) that has claimed the ability to record a broadcast song after listening to it. Anyone claiming otherwise should either post a link to evidence of same or STFU.
"Something old, something new; something borrowed, something skewed." ... business as usual down at the farm.
This one's rather interesting...
(#20030114133)
MP3 player for vehicles
Abstract
A portable or mobile MP3 music player that may be used in a vehicle and as a portable personal music playing device that is carried by a user. An exemplary player comprises a detachable faceplate or faceplate controller of a vehicle audio system. The player includes memory devices that store downloaded music files. A communication interface interfaces between an external computer and the memory devices and is used to download music files to the player. A microprocessor is coupled to the memory devices and the communication interface and controls operation of the player. An audio interface permits music files to be played though a vehicle audio system. A headphone interface permits the music files to be played through external headphones. A receiver is coupled to an antenna that permits reception of radio broadcasts which may be listened to through the headphones. The faceplate may be used as a handheld device with headphones connected to it, or may be attached to the vehicle stereo system so that music may be played therethrough.
--------------------------------------------------------------------------------
Inventors: Enners, Ryan S.; (Starksboro, VT)
Correspondence Name and Address: HEWLETT-PACKARD COMPANY
Intellectual Property Administration
P.O. Box 272400
Fort Collins
CO
80527-2400
US
Strictly IMHO, EDIG's 'Write Behind' technology seems almost too close in functionality to TiVo to rate a patent of its own. FWIW, a cursory search of published USPTO applications reveals only two containing the term 'Write Behind' (Application Nos. 20010002477 and 20030005300); neither belongs to EDIG...
Application searches available at http://appft1.uspto.gov/netahtml/PTO/search-bool.html .
If you liked that, you'll love the replies to it.
http://www.investorshub.com/boards/replies.asp?msg=1201220
Or it might just be a total waste of board space (something in which bashers specialize). I continue to be amazed at how many otherwise intelligent investors are so easily conned into aiding disruptive agendas.
Previous post updated (EOM)
Well Sabre, if you click on Samsung it takes you to the Digitalway HS100 project writeup. Samsung doesn't seem to be listed as a partner or customer anywhere else on the site. However, this widget from Samsung does use the Cornice drive...
http://www.edgereview.com/ataglance.cfm?Category=Video&ID=419
Duke, I'm not sure your theory is workable. I know that my brokerage does not regard OTC stock as marginable.
Med.rare - the quote came from this... http://www.ifeinsider.com/airfax/ifexpress/ifexpress06172003.htm
See also http://www.investorshub.com/boards/read_msg.asp?message_id=1117400