由于社交网站的兴起，社交网络研究过去几年也有许多令人惊讶的发现。与1980年代的“小世界网络”不同（多数节点彼此不连接，但可在几步内实现接触），现代网络中的个人是随机的、不受任何规则管制的连接形成网络。在一项新的研究中，波士顿大学的研究人员分析了谁才是社交网络中最佳的信息传播源（预印本）。
他们观察网络中谁起着枢纽作用，即他比其他人获得更多连接，因此在传播信息或病毒中起着重要的推波助澜作用。他们的发现与常识并不一致。也许你会认为社交网络中的名人显然受到最大的关注，那么他或她在信息传播中的影响力显然也更大。其实不然，信息的最重要传播者不是受人簇拥的骄子，而是网络中的边缘人物。
原文地址：http://science.solidot.org/article.pl?sid=10/02/03/090202&from=rss
If you’re reading this article, it’s likely that you spend a fair amount of time online. However, considering how much of an influence the Internet has in our daily lives, how many of us actually know the story of how it got its start?
Here’s a brief history of the Internet, including important dates, people, projects, sites, and other information that should give you at least a partial picture of what this thing we call the Internet really is, and where it came from.
While the complete history of the Internet could easily fill a few books, this article should familiarize you with key milestones and events related to the growth and evolution of the Internet between 1969 to 2009.
Arpanet was the first real network to run on packet switching technology (new at the time). On the October 29, 1969, computers at Stanford and UCLA connected for the first time. In effect, they were the first hosts on what would one day become the Internet.
The first message sent across the network was supposed to be “Login”, but reportedly, the link between the two colleges crashed on the letter “g”.
Another major milestone during the 60’s was the inception of Unix: the operating system whose design heavily influenced that of Linux and FreeBSD (the operating systems most popular in today’s web servers/web hosting services).
An Arpanet network was established between Harvard, MIT, and BBN (the company that created the “interface message processor” computers used to connect to the network) in 1970.
Email was first developed in 1971 by Ray Tomlinson, who also made the decision to use the “@” symbol to separate the user name from the computer name (which later on became the domain name).
One of the most impressive developments of 1971 was the start of Project Gutenberg. Project Gutenberg, for those unfamiliar with the site, is a global effort to make books and documents in the public domain available electronically–for free–in a variety of eBook and electronic formats.
It began when Michael Hart gained access to a large block of computing time and came to the realization that the future of computers wasn’t in computing itself, but in the storage, retrieval and searching of information that, at the time, was only contained in libraries. He manually typed (no OCR at the time) the “Declaration of Independence” and launched Project Gutenberg to make information contained in books widely available in electronic form. In effect, this was the birth of the eBook.
France began its own Arpanet-like project in 1972, called CYCLADES. While Cyclades was eventually shut down, it did pioneer a key idea: the host computer should be responsible for data transmission rather than the network itself.
Arpanet made its first trans-Atlantic connection in 1973, with the University College of London. During the same year, email accounted for 75% of all Arpanet network activity.
1974 was a breakthrough year. A proposal was published to link Arpa-like networks together into a so-called “inter-network”, which would have no central control and would work around a transmission control protocol (which eventually became TCP/IP).
With the popularity of emailing, the first modern email program was developed by John Vittal, a programmer at the University of Southern California in 1975. The biggest technological advance this program (called MSG) made was the addition of “Reply” and “Forward” functionality.
1977 was a big year for the development of the Internet as we know it today. It’s the year the first PC modem, developed by Dennis Hayes and Dale Heatherington, was introduced and initially sold to computer hobbyists.
The first bulletin board system (BBS) was developed during a blizzard in Chicago in 1978.
1978 is also the year that brought the first unsolicited commercial email message (later known as spam), sent out to 600 California Arpanet users by Gary Thuerk.
The precursor to World of Warcraft and Second Life was developed in 1979, and was called MUD (short for MultiUser Dungeon). MUDs were entirely text-based virtual worlds, combining elements of role-playing games, interactive, fiction, and online chat.
1979 also ushered into the scene: Usenet, created by two graduate students. Usenet was an internet-based discussion system, allowing people from around the globe to converse about the same topics by posting public messages categorized by newsgroups.
The European Organization for Nuclear Research (better known as CERN) launched ENQUIRE (written by Tim Berners-Lee), a hypertext program that allowed scientists at the particle physics lab to keep track of people, software, and projects using hypertext (hyperlinks).
While many people credit Kevin MacKenzie with the invention of the emoticon in 1979, it was Scott Fahlman in 1982 who proposed using 
after a joke, rather than the original -) proposed by MacKenzie. The modern emoticon was born.
January 1, 1983 was the deadline for Arpanet computers to switch over to the TCP/IP protocols developed by Vinton Cerf. A few hundred computers were affected by the switch. The name server was also developed in ‘83.
The domain name system was created in 1984 along with the first Domain Name Servers (DNS). The domain name system was important in that it made addresses on the Internet more human-friendly compared to its numerical IP address counterparts. DNS servers allowed Internet users to type in an easy-to-remember domain name and then converted it to the IP address automatically.
1985 brought the development of The WELL (short for Whole Earth ‘Lectronic Link), one of the oldest virtual communities still in operation. It was developed by Stewart Brand and Larry Brilliant in February of ‘85. It started out as a community of the readers and writers of the Whole Earth Review and was an open but “remarkably literate and uninhibited intellectual gathering”. Wired Magazine once called The Well “The most influential online community in the world.”
The so-called Protocol wars began in 1986. European countries at that time were pursuing the Open Systems Interconnection (OSI), while the United States was using the Internet/Arpanet protocol, which eventually won out.
By 1987, there were nearly 30,000 hosts on the Internet. The original Arpanet protocol had been limited to 1,000 hosts, but the adoption of the TCP/IP standard made larger numbers of hosts possible.
Also in 1988, Internet Relay Chat (IRC) was first deployed, paving the way for real-time chat and the instant messaging programs we use today.
One of the first major Internet worms was released in 1988. Referred to as “The Morris Worm”, it was written by Robert Tappan Morris and caused major interruptions across large parts of the Internet.
When Apple pulled out of the AppleLink program in 1989, the project was renamed and America Online was born. AOL, still in existence today, later on made the Internet popular amongst the average internet users.
1989 also brought about the proposal for the World Wide Web, written by Tim Berners-Lee. It was originally published in the March issue of MacWorld, and then redistributed in May 1990. It was written to persuade CERN that a global hypertext system was in CERN’s best interest. It was originally called “Mesh”; the term “World Wide Web” was coined while Berners-Lee was writing the code in 1990.
1990 also brought about the first commercial dial-up Internet provider, The World. The same year, Arpanet ceased to exist.
The code for the World Wide Web was written by Tim Berners-Lee, based on his proposal from the year before, along with the standards for HTML, HTTP, and URLs.
1991 brought some major innovations to the world of the Internet. The first web page was created and, much like the first email explained what email was, its purpose was to explain what the World Wide Web was.
Also in the same year, the first search protocol that examined file contents instead of just file names was launched, called Gopher.
Also, the MP3 file format was accepted as a standard in 1991. MP3 files, being highly compressed, later become a popular file format to share songs and entire albums via the internet.
One of the more interesting developments of this era, though, was the first webcam. It was deployed at a Cambridge University computer lab, and its sole purpose was to monitor a particular coffee maker so that lab users could avoid wasted trips to an empty coffee pot.
The first widely downloaded Internet browser, Mosaic, was released in 1993. While Mosaic wasn’t the first web browser, it is considered the first browser to make the Internet easily accessible to non-techies.
In 1993, both the White House and the United Nations came online, marking the beginning of the .gov and .org domain names.
Mosaic’s first big competitor, Netscape Navigator, was released the year following (1994).
1995 is often considered the first year the web became commercialized. While there were commercial enterprises online prior to ‘95, there were a few key developments that happened that year. First, SSL (Secure Sockets Layer) encryption was developed by Netscape, making it safer to conduct financial transactions (like credit card payments) online.
In addition, two major online businesses got their start the same year. The first sale on “Echo Bay” was made that year. Echo Bay later became eBay. Amazon.com also started in 1995, though it didn’t turn a profit for six years, until 2001.
Other major developments that year included the launch of Geocities (which officially closed down on October 26, 2009).
The Vatican also went online for the first time.
Java and JavaScript (originally called LiveScript by its creator, Brendan Eich, and deployed as part of the Netscape Navigator browser – see comments for explanation) was first introduced to the public in 1995. ActiveX was launched by Microsoft the following year.
In 1996, HoTMaiL (the capitalized letters are an homage to HTML), the first webmail service, was launched.
While the first blogs had been around for a few years in one form or another, 1997 was the first year the term “weblog” was used.
In 1998, the first major news story to be broken online was the Bill Clinton/Monica Lewinsky scandal (also referred to as “Monicagate” among other nicknames), which was posted on The Drudge Report after Newsweek killed the story.
Google went live in 1998, revolutionizing the way in which people find information online.
In 1998 as well, Napster launched, opening up the gates to mainstream file-sharing of audio files over the internet.
1999 is the year when one of the more interesting projects ever brought online: the SETI@home project, launched. The project has created the equivalent of a giant supercomputer by harnessing the computing power of more than 3 million computers worldwide, using their processors whenever the screensaver comes on, indicating that the computer is idle. The program analyzes radio telescope data to look for signs of extraterrestrial intelligence.
2000 was the year of the dotcom collapse, resulting in huge losses for legions of investors. Hundreds of companies closed, some of which had never turned a profit for their investors. The NASDAQ, which listed a large number of tech companies affected by the bubble, peaked at over 5,000, then lost 10% of its value in a single day, and finally hit bottom in October of 2002.
With the dotcom collapse still going strong, Wikipedia launched in 2001, one of the websites that paved the way for collective web content generation/social media.
In 2003: Skype is released to the public, giving a user-friendly interface to Voice over IP calling.
Also in 2003, MySpace opens up its doors. It later grew to be the most popular social network at one time (thought it has since been overtaken by Facebook).
Another major advance in 2003 was the signing of the Controlling the Assault of Non-Solicited Pornography and Marketing Act of 2003, better known as the CAN-SPAM Act.
Though coined in 1999 by Darcy DiNucci, the term “Web 2.0″, referring to websites and Rich Internet Applications (RIA) that are highly interactive and user-driven became popular around 2004. During the first Web 2.0 conference, John Batelle and Tim O’Reilly described the concept of “the Web as a Platform“: software applications built to take advantage of internet connectivity, moving away from the desktop (which has downsides such as operating system dependency and lack of interoperability).
The term “social media”, believed to be first used by Chris Sharpley, was coined in the same year that “Web 2.0″ became a mainstream concept. Social media–sites and web applications that allow its users to create and share content and to connect with one another–started around this period.
Digg, a social news site, launched on November of 2004, paving the way for sites such as Reddit, Mixx, and Yahoo! Buzz. Digg revolutionized traditional means of generating and finding web content, democratically promoting news and web links that are reviewed and voted on by a community.
Facebook launched in 2004, though at the time it was only open to college students and was called “The Facebook”; later on, “The” was dropped from the name, though the URL http://www.thefacebook.com still works.
YouTube launched in 2005, bringing free online video hosting and sharing to the masses.
Twitter launched in 2006. It was originally going to be called twittr (inspired by Flickr); the first Twitter message was “just setting up my twttr”.
Hulu was first launched in 2007, a joint venture between ABC, NBC, and Fox to make popular TV shows available to watch online.
The biggest innovation of 2007 was almost certainly the iPhone, which was almost wholly responsible for renewed interest in mobile web applications and design.
The first “Internet election” took place in 2008 with the U.S. Presidential election. It was the first year that national candidates took full advantage of all the Internet had to offer. Hillary Clinton jumped on board early with YouTube campaign videos. Virtually every candidate had a Facebook page or a Twitter feed, or both.
Ron Paul set a new fundraising record by raising $4.3 million in a single day through online donations, and then beat his own record only weeks later by raising $4.4 million in a single day.
The 2008 elections placed the Internet squarely at the forefront of politics and campaigning, a trend that is unlikely to change any time in the near future.
2009 brought about one of the biggest changes to come to the Internet in a long time when the U.S. relaxed its control over ICANN, the official naming body of the Internet (they’re the organization in charge of registering domain names).
Where is the future of the Internet headed? Share your opinions in the comments section.
follow5能同步twitter，叽歪，以及玩完了的饭否等等，当然校内，人人也不例外。
关键还能同时上pic，视频和音乐，twitter最醉人的应用怎么能不一网打尽呢。反正能有的一个也不能少。
界面属于装饰性艺术风格，现在实在是流行这种中性的诡异哥特风格啊，欧洲的复兴啊。绿幽幽的让我想起滇池的绿藻治理。任重道远～
手机版也不缺。
就是不知道能坚持多久，一路走好～～
http://google.org.cn/wp-content/uploads/2009/09/20090923life_photo_new_mexico.jpgGoogle于今天宣布和Life Inc. 达成了协议，Google将把出版于1936年至1972年间的，超过1860期的著名周刊杂志《LIFE》数字化并免费提供给Google Books的用户。
除去杂志中的内容外，Google还把超过一千万张的《LIFE》出品的照片放到了Google Images中的《LIFE》照片集中，其中97%的照片从来没有在杂志中出现过。
google book 上线的life，爽，家里的life杂志终于好退休进入再循环利用了
Over the past three years, we have tracked the rising adoption of Web 2.0 technologies, as well as the ways organizations are using them. This year, we sought to get a clear idea of whether companies are deriving measurable business benefits from their investments in the Web. Our findings indicate that they are.
Nearly 1,700 executives from around the world, across a range of industries and functional areas, responded to this year’s survey.1 We asked them about the value they have realized from their Web 2.0 deployments in three main areas: within their organizations; externally, in their relations with customers; and in their dealings with suppliers, partners, and outside experts.
Their responses suggest why Web 2.0 remains of high interest: 69 percent of respondents report that their companies have gained measurable business benefits, including more innovative products and services, more effective marketing, better access to knowledge, lower cost of doing business, and higher revenues. Companies that made greater use of the technologies, the results show, report even greater benefits. We also looked closely at the factors driving these improvements—for example, the types of technologies companies are using, management practices that produce benefits, and any organizational and cultural characteristics that may contribute to the gains. We found that successful companies not only tightly integrate Web 2.0 technologies with the work flows of their employees but also create a “networked company,” linking themselves with customers and suppliers through the use of Web 2.0 tools. Despite the current recession, respondents overwhelmingly say that they will continue to invest in Web 2.0.
Benefits of Web 2.0
Web 2.0 technologies can be a powerful lure for an organization; their interactivity promises to bring more employees into daily contact at lower cost. When used effectively, they also may encourage participation in projects and idea sharing, thus deepening a company’s pool of knowledge. They may bring greater scope and scale to organizations as well, strengthening bonds with customers and improving communications with suppliers and outside partners.
This year’s survey turned up strong evidence that these advantages are translating into measurable business gains. When we asked respondents about the business benefits their companies have gained as a result of using Web 2.0 technologies, they most often report greater ability to share ideas; improved access to knowledge experts; and reduced costs of communications, travel, and operations. Many respondents also say Web 2.0 tools have decreased the time to market for products and have had the effect of improving employee satisfaction.
Looking beyond company borders, significant benefits have stemmed from better interactions with organizations and customers. The ability to forge closer ties has increased customers’ awareness and consideration of companies’ products and has improved customer satisfaction. Respondents also say they have been able to burnish their innovation skills, perhaps because their companies and customers jointly shape and cocreate products using Web 2.0 connections. Some respondents report that these customer interactions have resulted in measurable increases in revenues.
Respondents cite similar gains resulting from better ties to suppliers and partners. Highest on that list of benefits is the ability to gain access to expertise outside company walls more quickly. These respondents also cite lower costs of communication with business partners and lower travel costs.
We also asked respondents to specify the percentage improvement they experienced for each reported benefit across all three benefit classes. The median level of gains derived from internal Web 2.0 use ranged from a 10 percent improvement in operational costs to a 30 percent increase in the speed at which employees are able to tap outside experts.
How companies are using Web 2.0
Web 2.0 delivers benefits by multiplying the opportunities for collaboration and by allowing knowledge to spread more effectively. These benefits can accrue through companies’ use of automatic information feeds such as RSS2 or microblogs, of which Twitter is the most popular manifestation. Although many companies use a mix of tools, the survey shows that among all respondents deriving benefits, the more heavily used technologies are blogs, wikis, and podcasts—the same tools that are popular among consumers.
Among respondents who report seeing benefits within their companies, many cite blogs, RSS, and social networks as important means of exchanging knowledge. These networks often help companies coalesce affinity groups internally. Finally, respondents report using Web videos more frequently since the previous survey; technology improvements have made videos easier to produce and disseminate within organizations.
Respondents who report that Web technologies have strengthened their companies’ links to customers also cite blogs and social networks as important. Both allow companies to distribute product information more readily and, perhaps more critically, they invite customer feedback and even participation in the creation of products.
Similarly, among those capturing benefits in their dealings with suppliers and partners, the tools of choice again are blogs, social networks, and video sharing. While respondents tell us that tapping expert knowledge from outside is their top priority, few report deploying prediction markets to harvest collective insights from these external networks.
Who benefits
Regardless of industry, executives at companies that use more Web 2.0 technologies also report greater benefits. Comparing respondents’ industries, those at high-technology companies are most likely to report measurable benefits from Web 2.0 across the board, followed by those at companies offering business, legal, and professional services. Companies with revenues exceeding $1 billion—along with business-to-business organizations—are more likely to report benefits than are smaller companies or consumer companies. Among functions, respondents in information technology, business development, and sales and marketing are more likely to report seeing benefits at various levels than are those in finance or purchasing. IT executives, in general, are more focused on using Web tools to achieve internal improvements, while business development and sales functions often rely on the technologies to deliver better insights into markets or to interact with consumers.
Regionally, respondents in North America and India are most likely to claim that they are reaping benefits from their companies’ use of Web 2.0. These respondents also report higher levels of technology usage in general. Respondents in North America and China report the highest customer benefits. Those from India and China, meanwhile, are more likely to report benefits flowing from their interactions with customers and partners.
The networked company
These survey results indicate that a different type of company may be emerging—one that makes intensive use of interactive technologies. This networked organization is characterized both by the internal integration of Web tools among employees, as well as use of the technologies to strengthen company ties with external stakeholders—customers and business partners.
As such, companies reporting business benefits also report high levels of Web 2.0 integration into employee workflows. They most often deploy three or more Web tools, and usage is high throughout these organizations.
Half of respondents report that Web 2.0 technologies have fostered in-company interactions across geographic borders; 45 percent cite interactions across functions, and 39 percent across business units.
This integrated internal use of Web 2.0 is also the model for interactivity outside the company. The survey results suggest that networked organizations have created processes and Web platforms that serve to manage significant portions of these external ties. Respondents reporting measurable benefits say their companies, on average, have Web 2.0 interactions with 35 percent of their customers. These companies forged similar Web ties to 48 percent of their suppliers, partners, and outside experts. An organizational structure that’s more porous and networked may make companies more resilient and adaptive, sharpening their ability to access knowledge and thus innovate more effectively.
Managing adoption
Many companies experiment with Web 2.0 technologies, but creating an environment with a critical mass of committed users is more difficult.3 The survey results confirm that successful adoption requires that the use of these tools be integrated into the flow of users’ work. Furthermore, encouraging continuing use requires approaches other than the traditional financial or performance incentives deployed as motivational tools. In the Web community, status is often built on a reputation for making meaningful contributions. Respondents say informal incentives incorporating the Web ethos, such as ratings by peers and online recognition of status, have been most effective in encouraging Web 2.0 adoption. They also say role modeling—active Web use by executives—has been important for encouraging adoption internally.
Looking ahead
· Web 2.0 use by companies seems to be developing hardy roots. Over half of the companies in this year’s survey plan to increase their investments in Web 2.0 technologies, while another quarter expect to maintain investments at current levels.
· Among respondents whose companies have gained measurable business benefits from Web 2.0, the current downturn has increased interest in the technologies, presumably because companies count on extending their gains.
· Across three major usage categories (internal, customer, and partner/supplier), about a third of all respondents have not yet achieved business benefits, either because they aren’t using Web 2.0 for one of those purposes or because they have yet to learn how to achieve measurable benefits with the tools they are using. Yet satisfaction with Web 2.0 is high among all users. This suggests that Web 2.0 has plenty of room to grow as more companies strive to capture benefits.
It is early days for social media as a B2C tool. The scale of activity at the non-commercial level is however such that businesses cannot help but seek to tap into what may prove to be a lucrative flow. As always, low cost airlines tend to be the innovators in this area, but – perhaps in a sign of the changed times – many full service airlines have strongly bought into the Social Media sites too.
Today Twitter, Facebook, Flickr, YouTube and online blogs, offer largely unexplored new advertising and promotion platforms.
In principle, these sites enable airlines (and companies in general) to instantaneously and cheaply promote their product and brand, get the online community involved and motivated to travel, specifically target key market segments and develop brand loyalty to the carrier. It is also a way for carriers to promote word-of-mouth advertising, which is the single largest influencer when it comes to making travel decision, and, ultimately, boost revenue levels.
But much of the activity is experimental – and may be ephemeral. It can also be dangerous.
JetBlue and United Airlines using Twitter as a revenue-boosting business platform
In the US, JetBlue Airways and United Airlines have taken the Twitter phenomenon to the next level, introducing Twitter-exclusive promotions through the social networking site.
This strategy presents airlines with a new and innovative way to boost load factors, and hence the carriers’ bottom line, at the last minute, while rewarding their followers and boosting brand awareness.
It also (temporarily) differentiates JetBlue and United from the numerous other airlines, both LCCs and network carriers, who have established Twitter accounts of late. However, the majority of airlines are merely following the Twitter trend and have little more than press release information on their Twitter pages. In this respect they are not effectively using the site to its full potential.
‘Twares’ and ‘cheeps’ proving successful
The Twitter promotions, labelled “twares” by United and “cheeps” by JetBlue, are available for the airlines’ Twitter followers and those who sign up to receive the airlines´ updates via the site, and are usually available for a very limited period time, sometimes for as little as an hour or two.
JetBlue has established a new account, “JetBlueCheeps,” that have posted deals each Monday morning since Jul-2009 covering the following two weekends, with the carrier recently offering a USD9 one way Burbank-Las Vegas fare.
According to JetBlue, “by promoting the Cheeps through Twitter, we give the already spontaneous audience of Twitter users a chance to grab great last-minute fares”.
United Airlines, meanwhile, offers “twares”, through its main Twitter account, with the carrier stating, “we try to surprise our customers once or twice a week by offering them special, Twitter-only fares”.
The strategy – strike fast, strike low
The carrier, which started the programme in May-2009, added that “twares are all about surprising our customers with low fares for a very, very limited time. [They] sell extremely fast because the prices are unbeatable.”
Both airlines have had some success with the programme, although the extent of the benefits is still largely unknown due to the newness of the programmes. The benefits are also expected to increase as Twitter matures and the functionality of the system improves. However, yield management can quickly be undermined – or changed irreversibly – if expectations of ultra-cheap last minute fare availability grows.
Facebook - opportunities exist with the world’s most used social network
Airlines are also embracing Facebook, the most used social network by worldwide monthly active users (there are currently more than 250 million registered users). Like Twitter, numerous carriers have Facebook profiles, but a few carriers stand out in the way they use the site to their advantage.
American Airlines and Virgin America using Facebook as an alternate booking platform
For example, American Airlines added a new “fare-finding” feature to its Travel Bag application within Facebook on 31-Jul-09, enabling Facebook users to find the lowest American Airlines fares for their desired trips using a real time search. If users then opt to book a trip, they are taken to AA.com to proceed with the booking.
The application also makes it easy for users to share travel experiences, reviews, comments and travel photos with friends and other Travel Bag users. Users are also able to personalise and plan up to three trips at one time. Potential passenger can name the trips, set the departure and return cities and dates, and share their trip searches with friends in their network. Each planned trip is stored automatically on Facebook until the user decides to delete it or the departure date passes.
This move also provides a host of opportunities for American Airlines to gain an insight into its customer base, with the carrier stating it is “seeking to differentiate and segment” its passengers and “trying to learn more about them, what their habits are, why they buy and when they buy.”
Another carrier which has embraced Facebook and its ability as a tool to more effectively engage its customers is Virgin America. Through its Facebook page, passengers are able to click links to search flights and check flight statuses, but features Fan Videos, Customer reviews, Discussion Board, Company Information, and Information on the Elevate Loyalty Programme. It also has links to the carrier’s Twitter and YouTube Profiles.
Benefiting from the power of YouTube
Numerous carriers are also using the visual format of YouTube to their advantage.
Looking at Qantas as an example, the Qantas YouTube channel has seen over 45,500 channel views since its launch on 14-Feb-2006. Other stats include 3,526 views of its newly relaunched ‘I Still Call Australia Home’ Advert, in the first three days since its launch, and 87,152 views for its ‘Painting of the first Qantas A380’ video.
Air New Zealand ads become a YouTube success
Air New Zealand’s Jul-2009 ‘Bare essentials of safety from Air New Zealand’ and ‘Nothing to Hide’ videos have also highlighted the power of YouTube.
The ‘Nothing to Hide’ TV commercial, which features eight body-painted Air New Zealanders including CEO, Rob Fyfe, was designed to highlight the transparency of Air New Zealand´s all-inclusive domestic airfares, with the message that, unlike competitor airlines, what you see is what you get. It has had over 3.8 million views on YouTube since it was launched on 10-May-09.
The safety video, which has been seen over 4.6 million times on YouTube, has body-painted cabin crew and pilots delivering the in-flight safety briefing to customers travelling on B737 domestic jet services. The video was the third most viewed video globally on YouTube in the week of its launch, and was the most viewed New Zealand travel video of all time on YouTube, surpassing the ‘Nothing to Hide television’ commercial which placed in second place.
Air New Zealand General Manager Marketing, Steve Bayliss, stated the “genuine, fun and engaging approach taken by Air New Zealand to its in-flight safety briefing had clearly resonated with both customers and media”, with the carrier “absolutely stunned by the massive international interest in our in-flight safety briefing”.
JetBlue uses Flickr
Flickr, a photo sharing community, is another Social Media stream used by carriers. JetBlue is again actively involved in this medium, and currently has 3,400 items, including photos and videos.
Members of the JetBlue Flickr group can comment on each others’ photos and can add each other as friends, with members including customers and employees of JetBlue. The JetBlue Flickr Group also has an active discussion board, enabling members to ask questions, give opinions and offer suggestions to other members.
Southwest leading the blogging trend
A number of airlines are also embracing the blog, with Southwest probably the best example of a carrier effectively using this format, with its ‘Nuts about Southwest’ blog, which was started two years ago and has recently been revised.
The blog is regularly updated and features discussions on a range of topics, with CEO, Gary Kelly, having a regular featured blog. The blog also features podcasts, the carrier’s latest News, polls, Video Blogs and Flickr Group pictures, among other regular features.
Southwest Manager Online Relationships & Special Projects, Brian Lusk, stated the blog has “played an important role in corporate decisions”, from changes in Southwest´s seating procedure to when it opens its inventory for reservations. The blog involves approximately 30 Southwest employees and gets above 60,000 unique visitors per month.
The site has also played an important role in the carrier’s ability to react to negative publicity events, including its Mar-2008 safety hiccup.
Targeted network sites provide access to key market segments
A number of carriers are also using network sites to specifically target and develop key market segments. One natural approach is to target younger age categories, with disposable income and whose usage of the media is broadest.
Examples include, but are not limited to:
AirTran: AirTran reaches college students by positing videos on collegehumor.com. The LCC has also set up airtranu.com, a website aimed at college students which offers students between 18 and 22 years of age with standby flights for USD68 for short haul and USD99 for long haul segments. The carrier stated it has had success in reaching this target audience through this sort of viral marketing.
Lufthansa: Lufthansa has also launched ‘GenFlyLounge.com’, a social networking site designed specially for students, with the carrier recognising the importance of social networking sites for the younger generations.
The site is a dedicated airline-sponsored social network for college students and offers enrolled student-members to compare notes on travel experiences and destinations and buy discounted student airfares on Lufthansa.
Describing the site, Lufthansa stated GenFlyLounge.com enables students to “Network, meet and connect with students who love to travel internationally.
Then there is the opportunity for the airline’s site to be a B2B meeting point on non-travel matters:
KLM: KLM has developed several of its own social networks, including KLM Club China and KLM Club Africa, which are virtual business communities offering passenger an “instant business network, where you can meet valuable contacts and share your experiences”. KLM describes the Clubs as follows:
KLM Club China: “KLM Club China is the first in a range of exclusive business communities. A virtual club bringing you into contact with others doing business in and with China. The heart of Club China is the online platform. Here you can, for instance, create your own business network. Enabling you to attain valuable contacts, share your experience and learn from other experiences”.
KLM Club Africa: “We are pleased to announce Club Africa, a new form of business community for business travelers with one aim in common: to successfully conduct business in and with Africa. Club Africa is essentially an instant business network in Africa. It will enable you to attain valuable contacts quickly and easily, and find mutual inspiration with new ideas and business proposals”.
KLM also has Flying Blue Golf, which allows golfers to comment on their golf scores and courses they have played, use KLM frequent flyer points to buy golfing equipment and book golfing trips on KLM.
Another functional type is more directly travel related and designed more directly to encourage ticket sales:
Virgin Atlantic: Virgin Atlantic launched ‘Vtravelled’ on 23-Jun-09, a dedicated travel portal which aims to tap into the `inspirational´ travel market and allows visitors to organise and share their travel plans.
SAS: Another carrier using social networking sites to attract specific target markets is Scandinavian Airlines, which established a website dedicated to the gay, lesbian, bisexual and transgender/transsexual community, aimed at attracting this high-income demographic group.
On the site, the airline´s gay staff provide tips on the best restaurants, venues and events in Stockholm and Copenhagen. The carrier has also partnered with several organisations and publishers so the site can offer gay maps, gay guides and an events calendar that is updated daily for both cities. Although this site has yet to become truly a social network, the potential for such websites is huge.
eBay auctions gather interest
JetBlue, in Sep-2008, also used eBay to its benefit, with the LCC auctioning more than 300 return services and six vacation packages on eBay, with opening bids of USD0.05 and USD0.10. Despite the low starting price, in most cases the final price was around the same price as the actual website price. However, in many cases, eBay buyers paid considerably more than the publicly advertised prices!
The auction not only provided another sales platform for the LCC, but produced valuable word-of-mouth advertising for the LCC, with the auction gathering interest from a large number of bidders and watchers.
Jumping on the iPhone bandwagon
Although not actually a form of social networking, a new and increasingly popular phenomenon of late relates to the iPhone application.
Air Canada in mid-Aug-2009 launched an Apple iPhone/iTouch application allowing travellers to retrieve electronic boarding passes, track flight information in real-time, receive notification of itinerary changes and obtain other details about the carrier´s services.
Other carriers with iPhone applications include easyJet, Qantas, American Airlines and Delta Air Lines.
..but not always a good thing
However, there are negatives with external social networking, considering the public nature and significant online presence of these formats.
An example of this occurred at the end of 2008, when Virgin Atlantic fired 13 flight attendants for criticising the airline’s flight safety standards and describing its passengers as “chavs” on Facebook.
At the time, the carrier stated, “there is a time and a place for Facebook. But there is no justification for it to be used as a sounding board for staff of any company to criticise the very passengers who pay their salaries.”
British Airways had a similar problem, with several employees describing some passengers as “smelly” and “annoying” in Facebook postings, an example of another Facebook public relations negative.
It also highlights a need for internal awareness and communication by airline management on the importance of these new forms of media.
Passengers are also increasingly expressing their anger, predominantly related to flight delays and customer services, on social networking sites, which provides passengers with a more immediate and broad audience to express their frustrations, rather than the previous available option – the post flight complaint email or letter. And, it is usually frustrated passengers, rather than happy passengers, who use these sites.
So, airlines also need to be able to manage the potential negativity which may arise from some of the content posted on these sites, whether it is from jaded passengers and/or staff. Importantly, by entering into unedited social media space, the airline loses a degree of control of the PR message that is produced.
Only starting to see the benefits – and the pitfalls
Through well developed social networking sites, airlines are able to communicate on a more personal level with potential and existing customers. However, as yet, the full potential of these sites has not been developed – and may in fact prove to be much overstated, or alternatively, have the power to transform some marketing strategies. Most probably, as the media evolves, airlines will come to understand how to integrate its usage into wider marketing and sales strategies.
For social media marketing approaches to be truly effective, they need to be clearly and effectively aligned with the carrier’s business strategy, rather than being seen merely as a trend or a gimmick. Only when this is done can carriers realise the revenue potential from these sites.
There is also scope for these sites to be used in a much more effective manner as a customer service tool, with these platform actually able to help counteract negative publicity (rather than being a forum creating such publicity), although this has not, as yet, been developed.
But, once airlines enter into these new, uncontrolled and experimental areas, there needs to be a recognition that the company:public interface becomes a whole different environment – and one over which the airline has only very limited control.
这是一个用户个性化的时代，这更是一个”Made-For” economy的经济时代。任何一款产品/服务的成功，将意味着它满足了某些用户的个性化需求，而且围绕这款产品/服务的其他周边产品/服务的跟进也意味着有成功的机会。如果”Made-For” economy由第三方开发（THIRD-PARTY） 的方式来驱动发展的话，这种多赢局面将有可能创造出更不可估量的经济效应。
什么是”Made-For” economy？
apple公司的IPOD自生产面世以来，已经有不计其数的由第三方开发的产品或者服务成为IPOD的周边服务。这些服务不仅仅是附属于IPOD这款数字媒体播放器本身（例如座机，扬声器，耳机，携带机器，内容下载网站，界面供应商等等），而是从全方面扩展了IPOD的产品生命周期。
什么是“THIRD-PARTY”？
与以往不同，原先那些围绕IPOD产品所开发的产品或者服务往往都是有APPLE来垄断开发。但是，现在都往往由第三方授权/非授权的开发。这就是第三方经济。
这种第三方开发生产的效应将成为我们急需关注。其关键优点如下：
这对正向促进整个产业的发展是有积极意义的！
在互联网经济中，得益于无数SNS扁平化和垂直化的发展，这种THIRD-PARTY “Made-For” Economy的发展正不断的表现出良好而迅猛的发展态势。
不管是FACEBOOK.COM,MYSPACE.COM都让我们看到THIRD-PARTY “Made-For” Economy的力量和活力。
THIRD-PARTY “Made-For” Economy可能是在全球扁平化下，对“术业有专攻”最好的解读和执行。
我们假设人类生命被分为3大块：
Microsoft在E3上的PROJECT NATAl，实在令我对那1/3的人生充满了期待和惊喜。
PROJECT NATAl让我们领略了，在不久的将来（可能就是2010年年头），人类的游戏方式，或者说：由于人机对话方式的大突破，游戏将完全摆脱遥感，手杆或者其他一切输入工具以便控制那个与你一屏之隔存在在虚拟世界里的你的行为，甚至是谈话和传递，当然除了一些学习工具如乐器以外。
2006年移动无处不在，2007年google的云计算成为了现实，2008年wii大热。今天，xbox360即将改变占据我们1/3人生时间中的一切运行法则。
等等还不止这些。。。
现在，让我们大胆的梳理一下这些年的技术革新，以及大胆的预测下这些技术将怎么改变未来：
Project Natal利用infrared camera及video camera去监测玩家的行动，infrared camera用以测量深度(depth)，video camera则用来侦察动作(Movement)，效果令人相当满意。 Project Natal的动作感及活动性甚佳，相信同类竞争对手wii将会受到威胁。
What is Google Wave?
Google Wave is a product that helps users communicate and collaborate on the web. A “wave” is equal parts conversation and document, where users can almost instantly communicate and work together with richly formatted text, photos, videos, maps, and more. Google Wave is also a platform with a rich set of open APIs that allow developers to embed waves in other web services and to build extensions that work inside waves.
For more information about Google Wave, please visit wave.google.com.
看来，当基于网络的社区（SNS）被组建之后，不但打破了原先基于真实世界的群体、组织之间的边界，信息如何在网络世界中的人与人，人与社区之间的发送/反馈将是big thinking。
当你所属的朋友圈子/社区的半径被延伸到地球半径的那一刻起，一切都变得一触即发。
异地协同成为不可抵挡的力量
伙同所谓的99%的用户（公布出来嘛 真有这么多的傻X死气白咧的要一条道的走到黑吗？）或者投票选择也可以（你是个搞网站的。何必准备做婊子了还立牌坊呢？），搞这套极权主义的勾当实在不应该是豆瓣的作风（可能真没看出来），更不是21世纪互联网的口号（改变）啊
不爽不爽不爽不爽不爽不爽
不爽不爽不爽不爽
用户好不容易帮着豆瓣看见了出路（通用群组 之前我们一直认为中国做的最好的SNS就是豆瓣 她现在到不情愿），就中国当下的文学，电影（和优库搞trailer的意淫勾当），和音乐有什么搞头？不都是干着洗钱和歌功颂德的勾当吗～～～～？就你有啥花头？
1%的豆瓣用户好不容易帮着豆瓣看到了希望（通用群组 那是一份多难的信任），豆瓣反而搭架子了，装X了，要仍旧搞意淫的买卖。
文学：你能看吗？盛大的网络文学做得比你前，不考虑合作，
电影：你版权买得起（给你风投又怎么样（优库和土豆走在你前面了吧 好几轮风投了仍旧盗版漫天））？
音乐：你能听吗，网络电台？搞个链接让别人干刀口舔血的买卖，你躲猫猫～5大唱片公司为什么不理你？中国的地下摇滚多的不得了～～天天在路上看到背着吉它的孩子面似桃花，怎么就没人关注
评论？一个人要多没有勇气才选择评论别人的思想聊以慰籍自己不愿争气的命运，未来中国走的是创新之路（不管你愿不愿意），我们评论篮球狗吊了吧，评论足球狗让人无语了吧，但是真正脱了上衣干起来～～～
好了豆瓣现在高高在上，要与法律看齐，准备举起大刀向那些帮着你看到希望的1%的用户开锅下菜。实在厉害
网站应该跟着用户走，为用户提供服务，只有在这片土地，听话的孩子有饭吃。
收到豆瓣的来信，做了婊子还立牌坊，册那，真是让人失望啊
别感谢我，一个无名小卒，感谢党和人民啊 小样
亲爱的王晓斐组长:
到3月6日豆瓣就成立4周年了，这几年来”关于豆瓣”的页面从未变过。豆瓣把自己定义为发现和分享生活的网站。直到今天，每天用户产生的内容里，99%依然是围绕读书、电影、音乐、同城和日常生活的讨论。同时，豆瓣作为技术型的web2.0网站，一直致力于”算法改善生活”，豆瓣的立身之本，是用算法和技术规则促进优质内容的产生和传播，使每位用户产生的内容对尽可能多的人有用。我们不善于，也一直试图避免人为干涉用户内容的产生和传播。
豆瓣小组作为一个辅助功能，初衷是对单种书碟评论的补充。小组以圈子和兴趣分享为主旨，而非通用的话题论坛。虽然用户使用小组进行各种类型的发现和互动，出于对用户的尊重，豆瓣的前三年里我们并没有对小组主题做过多的限制。即便如此，今天十几万个小组里，99%以上仍然是围绕读书、电影、音乐、人际圈子和生活兴趣为主题的。
豆瓣作为在中国运作的网站，一直尊从政府及上级主管部门在互联网服务方面的法律法规。这是我们长期发展的必不可少的保障，法律法规所要求的内容监管工作豆瓣也一直在认真执行。但时政、意识形态和低俗方面的内容，虽然不到豆瓣每天产生内容里的百分之一，却成为监管工作里比重最大的一部分。虽然我们一直全力在做，但这些内容的类型和豆瓣自身”发现生活”的定位相去甚远，人工审核的方式和豆瓣技术为上、用户为上的运营理想也有很大的冲突。
因为以上的原因，豆瓣在一年前制订社区指导原则的时候，明确把时政和意识形态方面的话题作为全站范围内不欢迎的内容。这些方面的讨论，无论观点、角度、合乎规定于否，都不在豆瓣的服务范围之内。我们希望这种类型的讨论，用户能在豆瓣之外找到更适当和有效的沟通场所。遗憾的是，因为各种原因，针对社区指导原则的沟通没有用积极的方式进行。少数以此类话题为主要兴趣的用户看到的是封删禁，而不是豆瓣服务内容的变化。豆瓣对处理过程中因为我们自己的疏忽和沟通的笨拙对用户造成的伤害感到非常愧疚，在这里先跟大家道歉。
另一方面，众所周知的，国务院新闻办等七部门于近期发起了整治互联网低俗之风的专项行动，而目前这个专项行动正向纵深发展。根据反低俗之风专项行动的指导精神，为了保证小组内容的长期存在且不产生法律法规方面的问题，豆瓣最近对现有小组进行了严格的梳理，解散了一些不符合规定的小组，因此对用户产生的不便和伤害，我们表示深深的歉意。我们理解因此离开豆瓣的一部分用户，也祝愿他们能顺利地找到更适合他们的服务。被解散小组的组长如需要数据备份或迁移方面的协助，请和help@douban.com联系。
豆瓣并非一个存在于真空中的网站，我们在严格遵守相关法律法规的同时，亦有自己的规则和立场。之后豆瓣小组的管理方式也会做相应调整，保证小组的内容在豆瓣的服务范围之内。也请相信和理解，我们所做的这些，最终是为了保证豆瓣99%以上的用户过去几年生命里的记录能够稳定地存在，不因为1%的用户出现法律法规方面的问题而消失。这是豆瓣作为一个有责任心的社会网站，对用户道义责任的底线。我们能力有所限、我们实力有所限，不能让百分之百的用户满意，但对其中绝大多数，我们希望尽己所能做得更好。
感谢您，感谢大家，特别是沉默的大多数用户，感谢你们一直以来的理解与支持!
豆瓣
2009年2月9日
2009年2月26日，《经济学人》旧金山报道；译者：Alonzo Tang
即使在网络中，大脑新皮质也是社交网络规模的限制因素。
由于网络社交能够减少与他人联络的许多阻碍和成本，Facebook、Twitter和其他在线社交网络将会扩大人类社交群体的规模这样的假说是不言而喻的。一旦你在线加入并聚集了你的“朋友们”，你就能通过他们的照片、“状态更新”和其他的珍闻趣事分享他们的生活，并且经你允许，他们也能分享你的生活。由于可以自由地添加好友，那么，朋友岂不是越多越快乐？
但或许添加好友并不是自由的。灵长类动物学家至少称社交网络中发生的一些事情是“理毛”行为。在野生自然界中，理毛是耗时的，在此计算机的使用当然帮了大忙。但跟踪谁在理毛——以及为何理毛——需要进行大量的心算。你必须记住谁是你的同伙、谁是你的对头，或者谁渴望得到谁，并据此做出行动。几年前，现任职于牛津大学的人类学家罗宾·邓巴（Robin Dunbar）由此得出结论，大脑的认知力限制了任何假定物种的一个个体能发展的社交网络规模。据类人猿的大脑尺寸及其社交网络推断，邓巴博士认为人类大脑的尺寸约能容许维持148人的稳定人际关系网。四舍五入为150，这就是著名的“邓巴数字”（150法则）。
从新石器时代的部落到罗马军团的步兵中队，许多机构似乎都是遵循“邓巴数字”构建起来的。由于每个人互相认识，这样的团体就可以维持一个最小化的行政系统。但那并不能证明邓巴博士的假说就是正确的，并且其他人类学家，如拉塞尔·伯纳德（Russell Bernard）和皮得·科尔沃斯（Peter Killworth），也曾对人类团体的上限进行过评估，结论几乎是“邓巴数字”的两倍。此外，按照“邓巴数字”或类似的假说所描述的，社会学家也将一个人的宽广社交网络和他的社交“核心”区分开来。哈佛大学的皮得·麦斯登（Peter Marsden）发现，，尽管美国人社交甚广，“能与他们讨论重要事宜”的却往往只有少数几个人。随后的一项研究表明，受到普遍关注是，这个数字有下滑趋势。
在线社交网络的兴起以及他们的珍贵数据可能会阐明这些问题。于是《经济学人》邀请了Facebook的“内部社会学家”卡梅伦·马洛（Cameron Marlow）来处理一些数字。马洛博士发现，Facebook社交网络中可发展的“好友”平均数量为120，符合邓巴博士的假说，并且女性倾向于比男性稍微高些。但这个数量的变化范围是巨大的，一些人的社交网络朋友数量多达500，所以，这个假说仍然未能证实。
然而，同样给马洛博士留下深刻印象的是，一个人经常互相影响的好友列表中的人数是非常小并且是非常稳定的。相互影响的越“活跃”或越亲密，这个群体就越小并越稳定。
因此，一般的男性——拥有120好友——通常会用在个人照片、状态通知或“留言板”上的留言框中发表评论的方式对这些好友中的仅仅7个朋友做出回应。一般的女性稍微更好社交，会对10个好友做出回应。说到双向的交流，如电子邮件或聊天，一般的男性只与4个好友来往，一般的女性的数字是6个。那些在Facebook中拥有500个好友的用户，这些数字会稍微高点，但不会高的太多。男性会给17人好友留言，女性为26个。男性会与10个好友通信，女性为16个。
因此，主要增多的并不是核心社交网络，而是人们更多被动跟踪的偶然联系的人数。这有力支持了麦斯登博士关于核心社交网络的想法，因为，即使那些拥有最多好友的Facebook用户也只在相对小规模的朋友圈交流。
换句话说，在线社交网络中的人们并没有像他们声称的那样多的“社交网络”，他们声称“正在向那些不在邓巴圈内的外界熟人广播他们的生活，”民意调查组织Pew Internet & American Life Project的主管李·雷涅（Lee Rainie）说。如今人类可以更有效地宣传自己。但他们仍然拥有同样的小规模的私密圈。
该文章出自 《数字出版在线》 ,原文链接：http://www.epuber.com/?p=3055
Man is God.
He is everywhere, he is anybody, he knows everything.
This is the Prometeus new world.
All started with the Media Revolution, with Internet, at the end of the last century.
Everything related to the old media vanished: Gutenberg, the copyright, the radio, the television, the publicity.
The old world reacts: more restrictions for the copyright, new laws against non authorized copies. Napster, the music peer to peer company is sued.
At the same time, free internet radio appears;TIVO, the internet television, allows to avoid publicity; the Wall Street Journal goes on line; Google launches Google news.
Millions of people read daily the biggest on line newspaper. Ohmynews written by thousands of journalists; Flickr becomes the biggest repository in the history of photos, YouTube for movies.
The power of the masses.
A new figure emerges: the prosumer, a producer and a consumer of information. Anyone can be a prosumer.
The news channels become available on Internet.
The blogs become more influential than the old media.
The newspapers are released for free.
Wikipedia is the most complete encyclopedia ever.
In 2007 Life magazine closes.
The NYT sells its television and declares that the future is digital. BBC follows.
In the main cities of the world people are connected for free.
At the corners of the streets totems print pages from blogs and digital magazines.
The virtual worlds are common places on the Internet for millions of people.
A person can have multiple on line identities.
Second Life launches the vocal avatar.
The old media fight back.
A tax is added on any screen; newspapers, radios and televisions are financed by the State; illegal download from the web is punished with years of jail.
Around 2011 the tipping point is reached: the publicity investments are done on the Net. The electronic paper is a mass product: anyone can read anything on plastic paper.
In 2015 newspapers and broadcasting television disappear, digital terrestrial is abandoned, the radio goes on the Internet.
The media arena is less and less populated. Only the Tyrannosaurus Rex survives. The Net includes and unifies all the content. Google buys Microsoft. Amazon buys Yahoo! and become the world universal content leaders with BBC, CNN and CCTV.
The concept of static information - books, articles, images - changes and is transformed into knowledge flow.
The publicity is chosen by the content creators, by the authors and becomes information, comparison, experience.
In 2020 Lawrence Lessig, the author of ‘Free Culture’, is the new US Secretary of Justice and declares the copyright illegal.
Devices that replicate the five senses are available in the virtual worlds. The reality could be replicated in Second Life.
Any one has an Agav (agent-avatar) that finds information, people, places in the virtual worlds.
In 2022 Google launches Prometeus, the Agav standard interface.
Amazon creates Place, a company that replicates reality. You can be on Mars, at the battle of Waterloo, at the Super Bowl as a person. It’s real.
In 2027 Second Life evolves into Spirit. People become who they want.
And share the memory. The experiences. The feelings. Memory selling becomes a normal trading.
In 2050 Prometeus buys Place and Spirit. Virtual life is the biggest market on the planet. Prometeus finances all the space missions to find new worlds for its customers: the terrestrial avatar.
Voice: Philip K. Dick Avatar.
Date: 6th April 2051
Lugar: desconocido
在全球拥有一亿二千万名登记用户的著名社交网站Facebook，现时正被一种名叫“Koobface”的病毒侵袭。这种病毒可以透过该网站的即时讯息系统，感染用户的个人电脑，不法之徒可以利用这种方法盗取用户的个人敏感资料，例如信用卡号码等等。
病毒正发动新一轮攻击Facebook 发言人施尼特（Barry Schnitt）在电邮中写道：“数种病毒之前亦试过在Facebook使用同样的方法来自我繁殖散播。”
防毒软体McAfee Inc.的研究人员施穆格（Craig Schmugar）说：“比起像是来自电邮的威胁，这（种攻击）正在增加。”McAfee警告，病毒正在Facebook上发动新一轮攻击。 McAfee暂时未能确认谁是Koobface的始作俑者，施穆格说：“在背后的人不停更新和改良它，并为它加入更多功能。”
这种病毒首次于8月出现在加拿大的Facebook使用者群。上月，英国的使用者亦报告了类似情况。Facebook现正加紧为受感染的户口重设密码，以及移除这些恶作剧信息。
Facebook已在网站上为受感染的用户，刊登出解救办法，网址为www.facebook.com/security。
安装更新软件 乘机入侵
“看看你在全裸时被拍下的片段！”这段信息，在今年8月令一大班在波士顿的记者、公关及行政人员的电脑浏览器被“绑架”。不论人们是真的担心自己的全裸片段流出还是好奇，这段信息在24小时内就迅速经Facebook传遍整个波士顿新闻界。
Facebook 用户一旦感染病毒后，会向其他朋友发出信息，信息的抬头会是“你在这部新短片中看来棒极了”（You look just awesome in this new moive），以吸引你点击链接。用户一旦点击，就会被要求下载Adobe的Flash Player更新版，按下“安装”后电脑就会中毒。之后每当你打算前往Google、Yahoo等搜寻器网站时，都会被强行导向一些有病毒的网站。
Koobface还可透过Facebook的即时信息系统，侵入个人电脑，窃取用户密码、信用卡号码等个人资料。Koobface显然是故意冲着Facebook而来，因为“Koob”就是“Book”的倒写。
PerfSpot is a MySpace-line social network which has rarely merited much mention, as one of the UK’s fastest-growing social networking sites, beating Facebook at the time.
Now the site, which claims 24 million members, is launching a word-of-mouth marketing service called Friendvouch. One can understand the desire to quickly monetise a social network in these tougher times. But is PerSpot poised to sow the seeds of its own demise?
SOCIAL networks grew fast because they were effecively user generated, and trust oriented. The networks with few unique features just built as fast as they could. Perfspot - supposedly reminiscent of “Perfect Spot” - has built itself in that aggressive manner (see here). Others is really the kind of network where the aim is just to get an many ‘friends’ as possible.
A PerfSpot’s spokeman said they had never spammed users, just that they offer the option to import users from Gmail, etc and they even have a customer phone number that is staffed live 24×7. “In a few instances, customers have inadvertently imported contacts and decided later to change their minds. In cases where people have contacted us with their decision, we have of course manually changed their account to prevent future emails from being sent,” he says.
Now PerfSpot plans to unveil a scheme called Friendvouch which essentially amounts to this: A Perfspot user subscribes to advertising offers, passes these on to their friends (pimp may be too strong a word, although it feels right), then sells… sorry, sends the details of those friends who are interested back to the advertisers. In return they get rewarded under the scheme. Friendvouch makes contact and vets the details and verifies the interest.
What’s PerfSot’s answer to this possibility of friend spam? They say Friendvouch makes contact to vet the details, but also verify interest and they’ve “capped” the number of contacts any subscriber can provided at the outset. So you can email 10 of your PerfSpot friends with these offers, and if some respond and their info is verified, then your “cap” is raised. Of course, if you start doing this a lot you’ll start getting unfriended pretty fast.
BlogYeefe 王晓斐
