Welsh village with the longest name in the UK:
Longest domain name in the world:
Welsh village with the longest name in the UK:
Longest domain name in the world:
From Michael Tchong’s “GreatDomains.com” in ICONOCAST (24 February 2000):
In 1997, idNames.com sold “business.com” for $150,000 … That same domain recently sold for $7.5 million. Here are some of the more notable domain-name sales:+------+---------------------+------------+ | Rnk | Domain | Sale Price | +------+---------------------+------------+ | 1. | Business.com | $7.5M | | 2. | AltaVista.com | 3.3 | | 3. | Loans.com | 3.0 | | 4. | Autos.com | 2.2 | | 5. | Express.com | 2.0 | | 6. | Fly.com | 1.5 | | 7. | Bingo.com | 1.1 | | 8. | WallStreet.com | 1.0 | | 9. | ForSalebyOwner.com | 0.8 | | 10. | Drugs.com | 0.8 | +------+---------------------+------------+
From Justin Hibbard’s “Lack of distributed object development delays extranets” in Computerworld (17 March 1997):
An extranet extends an intranet to trading partners, suppliers and customers via a secure Internet link.
From Robert Hertzberg’s The Raw Power of an Idea: in WebWeek (31 March 1997):
The extranet … revolves around the notion of business partners opening up their intranets to one another.
Or here’s another definition:
Internet: open access
Intranet: company access
Extranet: company, clients, partner access
From “Andreessen singles out consumers as key to Web future“, in InfoWorld (26 May 1999):
[Mark Andreessen] then switched gears and talked about the “serial killer apps” on the Internet. A serial killer app, as opposed to a killer app, just keeps getting more useful and more killer as people keep coming online, according to Andreessen.
Andreessen listed the five serial killer apps as: e-mail, the Web, instant messaging, online calendaring, and auctions. …
Andreessen said serial killer apps are the reasons people get online, but once online they are not limited to these five arenas.
From EDUCAUSE Review, February 2000:
There are 3,700 institutions and 15 million students in the United States today facing the challenge of integrating the past with the present, questioning how to mold the traditional model of higher education into a form that will not become obsolete in a world awash in an information explosion driven by electronic technology. There now exist four different types of educational institutions instead of the single, virtually unaltered model followed for the past 250 years of formal education in America. The first type comprises the traditional notion of a college. The second includes “corporate universities,” on-site training programs developed by individual companies to improve the skills and knowledge of employees. The third category contains mega-universities that recognize no national boundaries, combine the high-tech with the historical, and bridge the gap between the educational experience and the job market. The fourth types are virtual educators that operate nearly entirely online and offer the opportunity for practically anybody to become a teacher or a student.
From Robert Hertzberg’s “The Coming Shakeout” in WebWeek (3 February 1997):
… the Internet [will] change things less in the near term than is generally assumed, but far more over the long term than anyone can imagine.
I remember the first day I ever got on the Internet. I was an English teacher working at a camp for gifted high school students, and a technologist was there talking about this thing called “the Internet” and how it was going to change everything. It sounded fascinating, so when I returned home a few weeks later, I scrimped together some money and purchased 2 more megs of RAM for my Mac LC, bringing the total up to a whopping 4 MB, and a screamin’ fast 14.4 modem. Then I got online using a dialup account I purchased, and stayed on for 12 hours straight. That technologist was right, and it was blindingly obvious to me that day: the Internet was going to change everything.
Common carriage policy requires that a network owner – in this case, a telephone company – not discriminate against information by halting, slowing, or otherwise tampering with the transfer of any data. The purpose of common carriage is to prevent a network owner from leveraging its control over the pipeline for communication to gain power or control over the actual information, products and services that flow through it. This is not a new concept; for well over a century it has been applied in ways that have been central to the economic development of our nation, including canal systems, public highways, and the telegraph. And common carriage has been applied to the telephone system since the early 20th century, requiring it to serve all users in an equitable and nondiscriminatory fashion.
2. Cable networks are not open
Unlike phone companies, cable television providers do not have to provide nondiscriminatory access to their TV subscribers, because cable TV is not subject to the common carrier regulatory regime. As a result, the content that cable TV companies deliver is largely under their control. …
3. Cable providers wield total control over Internet use
… Cable providers are under no obligation to remain a neutral pipe for content over an end-to-end Internet – and have many incentives for interfering with that pipe:
Basic control of the service. Providers of course have control over the fundamentals of a customer’s Internet connection. For example, they can restrict the number of computers that a customer connects to the cable modem through a home network. They can control the overall speed and reliability of a customer’s online experie nce. And they can set the price for various levels of high-speed access.
Control over applications. Providers can block their customers from using particular applications, such as video conferencing, Internet telephony, and virtual private networks …
Control over access to content. Even more frightening is the growing ability of cable providers to interfere with content. … That is like the phone company being allowed to own restaurants and then provide good service and clear signals to customers who call Domino’s and frequent busy signals, disconnects and static for those calling Pizza Hut. …
Ability to force-feed content. Cable providers can also use their monopoly power to force-feed content to customers by requiring them to access the Internet through a particular home page containing material selected by the cable company. …
Ability to violate privacy. Finally, a cable provider’s absolute control over its network gives it the technical capacity to record everything its customers do online, down to the smallest mouse click. In February 2002, the nation’s third largest cable company, Comcast, without notification to its customers, began to track their Web browsing. …
According to data provided by the National Cable and Telecommunications Association, the top five cable companies in the United States control 75% of the market; if the proposed merger between Comcast and AT&T is approved, only four companies will control that 75%, with approximately 35% of all cable in the US controlled by Comcast alone. …
The FCC, meanwhile, decided in April 2002 to classify broadband Internet service over cable as an "interstate information service." That technical redefinition would mean that cable broadband could be completely exempt from federal regulation such as interconnection and common carriage requirements, as well as from oversight by local cable franchising authorities. …
In fact, the Internet would never have exploded into American life the way it has without regulations issued by the FCC that curbed the power of the telephone companies in ways that the agency is now refusing to do for cable:
- In 1975, the FCC issued a landmark regulation preventing telephone companies from blocking their customers from attaching their own equipment to the phone network. If the agency had decided this issue the other way, regular Americans would not have been able to use computer modems, and the Internet as we know it never could have been created.
- In 1980, the agency set out rules that required telephone companies to offer "data services" through separate affiliates because they would have had both the ability and the incentive to use their control of the telephone network to discriminate against unaffiliated, competing data services.
- In 1983, the FCC issued a regulation preventing telephone companies from charging ISPs by the minute for their use of the local telephone network; if they had allowed such charges, consumers would have to pay per-minute fees for Internet access. That would have slowed the growth of the Internet, as such fees have done in Europe.
For all those surfers who have slowly grown disenchanted with Microsoft’s Internet Explorer web browser, Don’t Click on the Blue E! from O’Reilly is here to help. It offers non-technical users a convenient roadmap for switching to a better web browser – Firefox.
The only book that covers the switch to Firefox, Don’t Click on the Blue E! is a must for anyone who wants to browse faster, more securely, and more efficiently. It takes readers through the process step-by-step, so it’s easy to understand. Schools, non-profits, businesses, and individuals can all benefit from this how-to guide.
Firefox includes most of the features that browser users are familiar with, along with several new features other browsers don’t have, such as a bookmarks toolbar and window tabs that allow users to quickly switch among several web sites. There is also the likelihood of better security with Firefox.
All indications say that Firefox is more than just a passing fad. With USA Today and Forbes Magazine hailing it as superior to Internet Explorer, Firefox is clearly the web browser of the future. In fact, as it stands today, already 22% of the market currently employs Firefox for their browsing purposes.
Don’t Click on the Blue E! has been written exclusively for this growing audience. With its straightforward approach, it helps people harness this emerging technology so they can enjoy a superior – and safer – browsing experience.
Translated into Japanese!