Yahoo Buzz

Yahoo Buzz

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Social News service just like Digg.

There are some reviews in RWW about this service

Wait, What’s Yahoo Buzz Again?
Muhammad explained in his earlier post: “Imagine if Digg had 10 times the incoming traffic, and got a percentage of ad-revenue from each of the sites that were promoted to the front page. Yahoo! Buzz does essentially that.”

Watch out Digg, Yahoo is Eating Your Lunch is the ultimate aggregator of them all. What’s more, it is precisely the holy grail that digg has been reaching for – MAINSTREAM users. While digg has been desperately trying to make itself into a mainstream social news site – and it has succeeded to a degree, as its front page now includes politics, entertainment and other non-tech stories – it hasn’t got anywhere near the punch that still packs. Simply put, has the audience. And now it is implementing digg features.

I really don’t like this kind of ‘me too’ service but anyway it’s really interesting that this kind of social media moving to “main stream”.

‘Web 3.0’ from RWW

Original Post : Web 3.0 = (4C + P + VS)

I want my personal Vogue, which covers articles about that Style, those Designers, and other emerging ones like them (Content).

More personalized web in the future? I totally agree with it.

회사와 철학

회사나 사업을 단순히 돈을 벌기 위한 수단으로 볼 것이 아니라 어떤 목적성을 가지고 존재하는 것이라 본다면.. 조직(=회사)에 우선되어야 할 것은 철학입니다.

가치관, 철학을 좀 쉽게 혹은 좁게 생각하면 마케팅에서 이야기 하는 value proposition이라고 할 수도 있겠네요.

사람도 가치관을 세운 다음에야 비로소 일관되게 어떤 일들을 추진해 나갈 수 있는 것처럼 조직도 그 존재 목적부터가 명확해야겠지요.

실제로 가치관과 철학이 명확한 회사가 돈도 잘 번다고 합니다.

구글은 링크 = 이라는 전략을 가지고 있습니다. 그래서 링크를 수집할 수 있는 모든 행동(=사업 영역 유지 및 확장)을 합니다. 지메일, google analytics 등도 모두 이런 링크를 최대한 많이 수집하기 위한 서비스들이지요. 이런 전략의 뒤에는 어떤 철학이 숨어 있을까요? 그들의 페이지랭크 알고리즘과 그에 관련된 논문들을 살펴보면, ‘정보가 많아 질수록 좋은 정보를 어떻게 찾느냐가 중요해지고 웹에서 좋은 정보는 많은 링크를 가지고 있다정도로 그들의 철학을 요약해 볼 수 있을 것 같습니다.

그 외에도 많은 매력적인 회사들(특히나 강한 브랜드 파워를 가진 회사들)의 성공을 면밀히 살펴보면 이런 철학이 얼마나 중요한지 알 수 있습니다. 비단 기술 기업 뿐만이 아니라 이미지가 중요한 패션 브랜드들도요.

‘좋은 서비스를 만드는 좋은 회사는 좋은 철학을 가지고 있다’

아 물론 여기서 좋은 철학이란 시장에서 잘 통하는이라는 의미를 가지고 있습니다.

철학. 당신이 만드는 서비스의 혹은 회사의 철학은 무엇입니까?

그 철학은 사람들에게 어떤 가치를 줍니까?

당신은 그 철학을 구현하기 위해서 어떻게 일하고 있습니까?


창조적인 일을 하는 사람들은 한번쯤 생각해보아야 할 질문인 것 같습니다.


[Scrap]Can Google Be Beat? They Already Have Been in South Korea…

Original Post from Read/Write Web : Click here


Can Google Be Beat? They Already Have Been in South Korea…Written by Richard MacManus / July 12, 2007 / 15 comments

The International Herald Tribune had a good article recently about the search market in South Korea. It points out that local search company has more than 77 percent of all Web searches originating in South Korea, according to Internet market research company KoreanClick. This is largely due to user-generated content – specifically Naver’s “Knowledge iN” real-time question-and-answer platform, which gets “an average of 44,000 questions a day”. Second in the South Korean search market is another local product,, with 10.8 percent share, followed by Yahoo’s Korean-language service with 4.4 percent. Google has only 1.7 percent of Korean Web searches.
The IHT has more info on Naver Knowledge iN:

“Naver has so far accumulated a user-generated database of 70 million entries. Typical queries include why North Korea is building a nuclear bomb, which digital music player is best, why people have hair whorls and what a high-school boy should do when he has a crush on a female teacher.
Lacking the full-time editorial oversight found on Wikipedia, the free online encyclopedia, some Naver entries are of dubious veracity and attract vigorous rebuttals. But many respondents, keen to build and maintain an online reputation, do careful research to provide useful answers.”

Interestingly, this has some similarities with the approach of Viewpoints, the online reviews company profiled yesterday by our own Phil Butler. But what also struck me about Naver’s approach is that it is essentially what Yahoo is attempting to do, with its heavily-promoted Answers product. If you look at just about any Yahoo content site, you’ll see an Answers section displayed prominently.

Of course, the Q&A format hasn’t escaped Google’s attention either (nothing gets past Google). The Mountain View company is experimenting with Google Answers in Russia. Also, as SearchEngineLand noted, Google has tried making its UI more attractive in Korea in order to get more market share. If this kind of experimentation (Q&A, UI innovation) sounds familiar, it’s because it is precisely what our network blog AltSearchEngines talks about every day 🙂

Pic c/o SEL
Of course Q&A won’t be the answer for every market – Google is very entrenched as the number 1 search engine in the US and most other english language markets. But the South Korea example does show the benefits of a) localizing your product, and b) actively using and promoting ‘next generation’ search methods. Also don’t forget that as mobile phones begin to be used more in the US and similar markets, user-generated content and personalization will be used more by Google, Yahoo, MSN, Ask and other companies.
I do think this is Yahoo’s best chance of making ground on Google, because they are strong in both user-generated content and mobile. Although as yet Yahoo Answers is nowhere near as compelling a product as Naver is in Korea.


Interesting & meaningful article.

‘But the South Korea example does show the benefits of a) localizing your product, and b) actively using and promoting ‘next generation’ search methods’

Key Elements of Strategic Thinking

Strategic thinking is action and performance oriented

 Successful business strategies results not from rigorous analysis but from a particular state of mind. In what I call the mind of the strategist, insight and a consequent drive for achievement, often amounting to a sense of mission, fuel a thought process which is basically creative and intuitive rather than rational. Strategists do not reject analysis. Indeed they can hardly do without it. But they use it only to stimulate the creative process, to test the ideas that emerge, to work out their strategic implications.



– Kenichi Ohmae, The Mind of the Strategist, 1982