Alex Nunes and Nick Greig from YouView kicked off the evening – they think Open TV should be communal, personal and simple for the consumers.  They believe providers should have control of the content so they developed a single User Interface in the form of a Linux run, 300 gig box that brings content from your computer onto your TV. They want people to generate their own portals and their own applications, which can be layered over the broadcast, so that people can interact with the TV. Thus a more compelling viewer experience will be created.

Bill Scott says Easel TV aims to enhance the user experience. Theirs is a specialised TV application builder that can be used by services such as YouView and also hardware manufacturers such as Samsung.  They overcame challenges such protecting content, creating a compelling UI to create a “smart” application that can generate content suggestions based on user profiles and viewing history. Easel TV is working with content makers such as Channel 4 and Virgin Media to bring entertainment with choice into the living room.

Next was Chris Jackson from metabroadcaster Atlas, who was featured here last month in a minibar interview.. Atlas is everything in one place. Geared to make powerful, diverse and specific searches on a huge video and audio index by using, you guessed it, the metadata of the programs. As a single index API, many types of content can be accessed. So – for example – whatever is trending on twitter, or even what the BBC is broadcasting. You can receive program recommendations by email, which can be refined by your preferences gleaned from your social media presence.

All of tonight’s speakers were sure that the typical TV experience of sitting and experiencing together will remain, regardless of the technology.  People will still own TVs after all. These platforms are going to facilitate the revolution of the television into entertainment of choice. Watch this space.

OpenBusiness: Hi Steve. First of all, can you please introduce yourself to our readers and briefly explain what Qi Hardware is?

Steve Mosher: I’m Steven Mosher President of Qi hardware. The full details on our company can be found on our blog at www.qi-hardware.com. In short, Qi hardware is a start up dedicated to delivering open hardware to free and open software developers. Our principal focus is delivering mass market quality hardware to developers and software VARs so that they can create great end user products. On the hardware development side we are taking a new step by making all of our hardware “copyleft” That means the documentation developers need to program the device and even make hardware modifications is available under a GPL like license. On the software development side our focus will be exclusively on the kernel. End user software is left open to the software community at large.

OB: Was Qi Hardware conceptualised from the beginning as an Open Source project, and could you describe what openness means specifically in the case of hardware?

SM: Yes Qi Hardware was conceptualized from the start as an Open Source project. The founders of Qi have spent the last 2 years working together at Openmoko on the open phone project so the benefits and challenges of open source are well know to us. On the hardware side we are going to create a new kind of hardware, CopyLeft hardware. Today you can join as a Qi developer and get access to the hardware design files as well as participate in creating the roadmap.

OB: How big is the community behind Qi Hardware and do contributors fall into different catagories?

SM: We have just started Qi so the community is just starting to form. Initially the members are people who have an interest in MIPS processors as our first product uses a MIPS. In addition, we see interest from the OpenWRT community and from developers interested in building a device that is targeted at Open content, in particular Creative Commons content.

OB: How is the community managed (do you rely on online tools, for example), and what is your role and that of the team behind the project?

SM: The community is managed through the lists that people can sign up for, our blogs, and eventually a wiki and other tools like trac. Our role in managing consists of providing access to all documentation, guiding the selection of software projects, and facilitating projects with early access to hardware. We will also sponser some projects with donated hardware. As the community grows we would look to add staff to handle increased responsibilities.

OB: How are revenues from Qi Hardware produced and distributed?

SM: Today the plan is to make money by selling hardware. Currently Qi is self funded so revenues will be returned to the employees who have donated their time and money to get the company started. We are also seeking investment, primarily to fund inventory. We are also looking at partnering with groups that provide software, for example VARs who want to buy the hardware at a discount add their software and resell it.

OB: With more and more projects describing themselves as ‘Open Hardware’, do you think this will become more mainstream and where do you see potential challenges or limitations?

SM: Yes it will become more mainstream. It is a direct consequence of where manufacturing is happening. The biggest challenges to open hardware are as follows:

1. Convincing component suppliers to release their documentation without NDA. Over time as more companies try this and discover that open documents benefit them this challenge will become easier.

2. Maintain a clear definition of what Open means in the hardware arena. To us Open means that if you have the tools and skills and resources you could build the hardware yourself.

3. Finding competitive advantages beyond design secrecy.

4. Explaining the benefits to mass market end users in a clear simple way.

OB: Finally, what is your vision for Qi Hardware?

SM: We see the future for Open hardware and open software as very bright. Step by step we see companies that were closed becoming more and more open. Progress is being made on many fronts. Our goal is to get ahead of that movement and provide leadership and direction for others. We want to be instrumental in creating the open eco-system. This is not something that will happen overnight. No one great product will create the eco system in a quarter. Our vision is, interestingly enough, is to be copied. That is, we don’t aim at world domination, but rather we aim at being financially sound, growing, and enabling others to attack the markets that we choose not to enter.

OpenBusiness: Could you briefly explain to our readers what RepRap is?

Adrian Bowyer: 3D printers are machines that will print three-dimensional objects directly in one shot. All they need as input is a 3D computer model of the object to be printed. There is nothing new about this technology – it has been around for about thirty years. But all commercial 3D printers are very expensive – currently the cheapest are about $20,000.

RepRap is a 3D printer just like the commercial ones, but with two important additions. Firstly, it is designed so it can print the majority of its own parts. And secondly it is open-source and free, so, if someone has a RepRap machine, they can print more RepRaps for their friends. Further, RepRap only costs about $600 to make.

The intention of the RepRap project is to allow everyone to print for themselves many of the goods that they currently have to buy. And that includes printing the printer itself.

OB: When you started RepRap did you conceptualize it from the beginning as an ‘Open project’?

AB: More or less. I had the idea, and then ten minutes later I realised that it had to be open-source. The reason is simple: you can’t sell (or barely even own) anything that copies itself. The simplest approach is to give it to everyone free.

OB: RepRap has a very vibrant community, looking at the fora, why do you think so many people participate? What is your role and of the team that is listed on the website?

AB: A lot of people really like the idea, and become very enthusiastic both when they first discover it, and when they go on to work with it.

The role of the core team is to design the mechanics, electronics and software for the ‘standard’ RepRap. But many other people are branching the project and creating different versions, which is what we really want: a broad base of different machines represents a lot of mutants for Darwin’s Law of Evolution to work with.

My role is to scratch my head and to wonder where it’s all going…

OB: To follow up on the previous question: how many people contribute and could you tell us if they fall in different categories. What is the ratio between super active contributors who passionately improve the design and the software and those who post interesting hacks they have done with the RepRap?

AB: There are about ten people who contribute a great deal, and many many more who post lots of interesting and useful hacks. But I can’t really put a number on the ratio, I’m afraid.

OB: You are using the GPL which has been designed for software, but not for hardware. Does this pose any problems?

AB: Not so far. The fact that it works maybe because – even though RepRap is a solid, physical, you-can-pick-it-up machine – we are not dealing with hardware. These days a physical machine is data: the CAD data that defines it. RepRap is more like that than any other machine. The GPL covers all the data. Just as we are defined by our DNA, RepRap is defined by a bunch of computer files.

OB: You can hear of more and more projects describing themselves as ‘Open Hardware’. Do you think this will become more mainstream and where do you see challenges/limitations?

AB: Yes – I do think it will become more mainstream for the reason implicit in my last answer: hardware is data these days. That’s what defines it. And, given that fact, and the Internet as a distribution system, the advantages that Open-Source have brought to software will also increasingly be applied to hardware.

The challenges (though not limitations) that I foresee are those that will come from big industry when their sales start falling as their customers begin making for themselves much of what they used to buy from that industry. But – as the music distribution business has so clearly demonstrated – if an industry (no matter how big) starts to view its customers as the enemy, then the customers win. And the (now erstwhile…) customers don’t even win in the end; they win almost instantly.

OB: Finally, what is your vision for RepRap? Its been described aptly as ‘China on your desktop’. Do you think in the near future thousands of hobbyists will start home production of everything from coffee cubs to chairs?

AB: We estimate (though this is probably not a very accurate figure) that there are about 2,500 RepRaps and RepRap derivatives in the world. That’s from a total of four at the start of 2008. So there are almost certainly thousands of hobbyists doing exactly that. Things will get interesting when it becomes hundreds of millions, and to get there is my vision for the project.

OpenBusiness talked to Esther Dyson about how business models are adapting to an internet environment that champions openness. Esther’s upcoming PC Forum focuses on how users are transforming the internet and placing new demands on businesses. From Open Source to Open Content, new forms of organization, production and distribution are emerging. But how can these ventures produce a revenue and sustain themselves? For how long can we give content away for free? OpenBusiness discussed these and other questions with Esther Dyson, as part of an interview series which has already featured some of the key thinkers on the topic, including Eric von Hippel and Lawrence Lessig.

OB: OpenBusiness is about investigating an apparent trend on the internet. More and more businesses are throwing themselves ‘open’ in many different ways – for instance, offering free services and content. At times, however, they seem to have no real business models. Yet the social bookmarking service deli.cio.us, which requires no payment at all, has been bought by Yahoo! It creates value through the sharing of bookmarks – in a sense an exchange for information – but it’s entirely free of charge and there are no advertisements. It’s all very open, but where is the business model?

Esther: Well, it’s true more and more businesses are being built around openness. I think you need to pay attention to timing. You can use one strategy to get into the market, and then you adopt another once you are established. Few of these strategies are actually new, many of them rely on quite well established business strategies.

For example, I was one of the angel investors in del.icio.us. We certainly planned to change our financial strategy over time. First we would build a useful resource or service,. offering it for free and gathering a community around it. Then, with luck, we would reach a point where we would have a platform to which we could add revenue-generating services. That may be ads, or it may be various premium functions you can charge for. Of course, you have to take care not to promise something for free if you plan to charge for it later!

When Yahoo! bought del.icio.us it was clear they were buying into expertise, creativity and a technology with the ability to create a community. By Yahoo! standards the actual numbers were small, but they could see the prospects. I have no particular inside information, but I’m sure Yahoo! will change del.icio.us’ strategy over time, adding a premium service, or trying it in with other Yahoo! services.

OB: So it’s about building a community around a shared service?

Esther: That’s certainly one business model – though you still need to figure out the where the revenue is coming from!

You could think of it like your favourite bar. The social function is similar. You don’t go there because the beer tastes different than from in the bar next door, but because of the people who are there. The value of any bar is in its clientele – usually dependent on the owner/manager and the bartenders, whose job is it to care for his guests. Then you can charge for the beer, or if you sell coffee, the coffee…. Some retailers sell clothes, for example, and give free coffee. Both are good business models and can work… or they can be done badly, and fail.

Del.icio.us hadn’t yet gotten to the point of charging for coffee. That’s Yahoo!’s challenge now. This is in many ways basically what good internet services need to do and what del.icio.us has done…

OB: Though the internet environment is very different to phsyical retail or entertainment space. It’s global, virtual and without physical presence….

Esther: Yes, that’s true, and it creates different opportunities versus the physical space. Communities and individuals have more choices. And within these choices lie opportunities for businesses to create attention….

OB: Isn’t that what seems to puzzle so many people out there? There are businesses being created with not much else besides the hope to create attention. Attention seems to be the basic currency and the game seems to be to give ever more away for free to get this attention.

Esther: Well, true, right now, a lot of companies seem to be using the ‘get attention from the blogosphere, and then sell out to Yahoo! or Google’ strategy. That’s another attention strategy, but it’s not a sustainable one for most of the market.

Attention is a concept I have used in this context for a long time. Yes, it is basically the kind of currency we usually talk about, but it comes in many different forms, and the strategies to create it and texploit it are consequently very diverse. Some times it’s about preference, or getting people to spend their time at a space you offer. Once you get attention – which may be a brand preference, a community people want to join and stay in, a recognition for your expertise, a software platform people want to use – then you need to figure out how to charge for something related – storage of photos, for example, or programming or training services, or personal appearances, or membership in the community.

OB: This brings me to perhaps the two most prominent internet businesses at present – Google and Yahoo!. They both seem very open. They offer excellent services for free, from email, to search, to maps, to community services. They both seem not interested in owning content, but still pose a significant challenge to established content industries. Would you call these “Open Businesses”?

Esther: Yes, they both offer tremendous services for free – though they certainly charge advertisers to share the attention they have earned! They have found ingenious ways to turn access to content into a business. Yahoo! is actually more interested in providing high quality content – such as services information, news and entertainment – and building communities than Google. In many ways, Yahoo! believes in smart, “intelligent design” and careful strategies, while Google follows blind evolution and operates a Darwinian fitness landscape within its development organization. They create services, put them out there and let people figure out how useful they are. GoogleMaps for example is a basic service – it gives access to maps – but it lets people build not just on top of it but next to it. In this sense Google provides a platform and then lets creativity blossom without too much direction. (Although I suspect they do a little more internal strategic thinking than they get credit for!)

OB: In the context of OB, we’re looking into how people use for example Creative Commons licenses to create an online record label, or publishing business, which goes against the orthodoxy or established tradition of how to run a content- driven business. The value chain in the traditional sense consists of content producer – author, filmmaker or musician – and then a huge intermediary who manages everything from finance, to recording, or editing to marketing, distribution and sales. In this world copyright is essential, or so it’s claimed, to manage revenue streams through controlling access to content. But we are finding quite a number of businesses who are challenging this orthodoxy successfully. Do you have an idea where this will leave the established creative industries?

Esther: This is an excellent question and nobody has found the perfect answer yet. But I expect that business models will change further and it seems likely that the traditional music and book publishing industry, for example, will have to change radically, or die. They have huge investments in marketing and distribution, but that value is eroding rapidly, leaving them with costs that are increasingly hard to cover. The new digital and networked online environment simply does not support big intermediaries; the revenues, moreover, can flow more directly to the artists rather than to the intermediaries. That’s not to say that they can’t perform useful functions in career management, production, editing, marketing and the like – but they can no longer get much of a return on the distribution function that was their mainstay.

OB: This leads us to perhaps the most pressing question in the IP debate, which basically goes like this: If everything is available for free who will produce blockbusters, who will invest in them and how can authors make a living? Some point to examples such as authors putting their whole book online as a PDF and making more money through the printed book than they otherwise would. Yet, I look at it and think: well, that’s a smart author. He envisages that this will be good marketing and that more people will be aware of his work, and access it, but not print it themselves because it’s inconvenient and expensive. In that sense I can see there are individual business models, which make sense for individual authors, but not how a whole industry can be supported… how, for example, quality journalism can survive in such a world.

Esther: I think nobody has found an answer so far. There are two questions here: What’s good for authors is not necessarily good for (traditional) publishers. End of story. They have to figure out non-traditional value to add.

Quality journalism has certainly become more difficult to finance, but it seems there are lots of incremental answers. For individuals, depending on what area you look at, you find new ways that content creation is being supported. In some areas we basically see a revival of medieval patronage: You can find a rich guy who likes your work and he supports it. Or you can earn in other areas you create supplemental income based on the attention your content creates. Public reading or performances are such a strategy. Or if you’re on the business side, you can sell consulting services or advice.

One of the key questions, however, is sustainability. If some content creation depends on patronage or philanthropy how can sustainability be achieved? Many of the models we see are such short-term focused and this is what needs to be tackled. In particular philanthropic giving in this area needs to think harder about sustainability.

Concerning quality journalism – that’s a tough one. It has certainly become more difficult to finance, but it seems there are lots of incremental answers. There’s no perfect business model: If people demand quality journalism, one way or another the market will support it, whether through philanthropy, public services such as the BBC, or advertising.

OB: This is exactly what we are interested in. Our South African partner can only find open educational models which are either being funded by foundations, or commissioned by the state. Nobody seems to think about how these resources will be sustained after the initial funding has run out, which seems to create wasted funds on projects which will produce nothing more than a quick burst and then disappear into the digital nirvana.

Esther: Yes, I agree, but this might point to an old fashioned concept: state funding. In particular in areas of such strategic and social importance as education in a country like South Africa. I don’t think the Internet is a good medium for education, though it is a good tool. Education is a process; it’s not content. Even though involving the internet to produce and disseminate content sharply reduces costs, there is still the need for quality assurance and costs of maintaining such a service. And in many regards state funding might the most appropriate way for achieving that such a service can be maintained at low costs.

OB: This leads me to another angle of this question. In Europe we live with a tradition of public broadcasting and the main motivation is that a tax on citizens is the best way to ensure plurality, diversity and independent news and journalism. Would you extend this then to the online world? Should Europe team up to create a European Google as the French demand?

Esther: The French interest in their own Google is misguided. It’s not about a free service; it’s about a censored, filtered service. If they want to tax their citizens to provide it, so be it. But you can reach all the French content you want on the internet anyhow, you don’t need the French government for that.

OB: Well, that might be true, but it still leaves the question open whether or not we want a world in which only private companies provide access to information, or if actually, the BBC – as a public broadcaster – should be a major provider of information online.

Esther: The BBC has a great website and does great journalism. There is nothing much in that example to disagree with. And, yes, it seems undesirable that all information would be available only through commercial services such as Google. There is a wide variety of content out there and in some of it the state might play a role as an investor, but state run content rating search engines will fail. Google is doing well in France and why would French citizen go only to a state run one? In that sense, no: the state does not need to offer state financed news services on the Internet.

Company: Mind Candy

URL: http://www.mindcandy.com, http://www.moshimonsters.com

Description:
Mind Candy specialises in the development of new types of multi-player online games.
The company is about to launch Moshi Monsters, a new
virtual world and online game aimed at kids (and big kids).
Players adopt a unique, animated Monster from the world of Monstro City, and
then nurture it by interacting with other Monsters and solving
the daily puzzle games it sends them. Mind Candy’s first project
was Perplex City, an Alternate Reality Game played by thousands of people
around the world across many different types of media including mobile
phones, email, billboard advertising, actors at live events and skywriting.

Management team:
Michael Smith (CEO)
Chris Thorpe (CTO)
Stuart Drexler (Chief Commercial Officer)
Divinia Knowles (COO)
Rebecca Newton (Community Director)
Contact information:
Michael Smith
michael@mindcandy.com
0207 501 1908

URL: http://projectstars.com

Description:
Blurring the borders between job sites and business/social networks,
projectstars provides a space where enterprise consultants can share
expertise, network, and find work.

At the core of projectstars is a star rating system which provides a
simple way to help recruiters find suitable candidates for their
projects, and for candidates to find suitable projects for themselves.

Advertised projects are either one, two, three, four, or five stars,
and each star is worth 10,000 points to the projectstar who obtains
the project. Points can also be obtained by inviting people to the
network (100pts per successful invite), and for receiving votes on
content submitted in the blogs and forums (10pts per vote).

Those who participate in projectstars 300+ enterprise-focused
communities own it, and every three months shares are awarded to the
top 100 point scorers.

Management team:
CEO Michael Beddows has over ten years of experience the consulting
industry with recent engagements include Coca-Cola Enterprises, Miller
Brewing Co., and Washington Mutual.

Michael earned a Master’s degree in Cognitive and Neural Systems from
Boston University and a Bachelor’s degree in Psychology from McGill
University.

CMO Steve Purkiss has twenty years experience in the computing
industry, with the last eight years in Content Management Systems,
providing solutions to Volkswagen, British Telecom, B&Q, and the
Foreign & Commonwealth Office. He is also a strong advocate of
Free/Libre Open Source Software.

Contact information:
steve@projectstars.com
+44(0)20 787 11444

Company: Senokian Solutions Ltd
URL: http://www.senokian.com

Description:
Senokian provide Open Source support, consultancy and implementation services to companies around the World.

Our software developers are also responsible for the development of the GPL’d business system Enterprise Groupware System which offers a single sign-on application with CRM, contact management, project management, calendaring, accounting and ERP.

Our new web-based simple CRM solution called Tactile CRM is the first in a number of products to be based upon EGS. Tactile is a web-based CRM application that helps to fund and progress the development of EGS. Tactile offers an easy system for companies to manage contacts, leads, opportunities and activities as well as easy email integration and the ability to tag, attach files and emails to data within the system. Senokian are currently looking for people to help beta test Tactile CRM.

Senokian’s business model is based upon a monthly subscription for the web-based version of its software with a free (forever) version with some account limits.

Management team:
Jake Stride: Jake is Senokian’s MD and has been working in the business applications and services industry for 7 years. He has a Bsc Hons from the University of Newcastle upon Tyne.

Contact information:
jake.stride@senokian.com
+44 (0) 247 623 3400
Business Innovation Centre
Binley Business Park
Coventry CV3 2TX
United Kingdom

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Company: Kublax Financial Technologies Ltd

URL: http://www.kublax.com

Description:
Kublax helps people make sense of their money. It aggregates all your financial information and transactions (including credit/debit card statements) and presents all this information in a visual and easy to understand way. Kublax pulls information directly from your bank/credit accounts and categorizes them. Kublax maintains the highest level of security to protect consumer data.
Kublax’ business model is based on a minimum subscription charge and a commission based sales/switchovers.

Management team:
Sridhar Sethuraman: Sridhar has 7 years of experience in the financial technology domain, having worked with some of the largest European banks and insurance firms. He holds an MBA from INSEAD.

Anil Munshi: Anil has over 12 years of experience in the telecom/technology sector, having worked in over 30 countries. Most recently he worked with Aviva’s service innovation team. He holds an MBA from INSEAD.

Contact information:
anil@kublax.com
+44 (0) 789 426 3420
29 Thornhill bridge wharf
Caledonian Road
London N1 0RU
United Kingdom

Company: Buildersite

URL: http://www.buildersite.co.uk

Description:
Buildersite is a services marketplace –bringing homeowners and tradesmen together in a competitive bidding platform with feedback. Revenue comes from charging the tradesmen a success fee.

Management team:
Ryan Notz, founder and CEO

Contact information:
ryan@buildersite.co.uk
0207 808 5923, 0772 407 2206
Office: 11-12 Buckingham Gate
Post address: 44 Springfield Ave, London SW20 9JX

Description:
Tablefinder is a search and booking engine for restaurant tables. Operating in a fragmented market where you have to go to different sites to book different restaurants, the Swedish team brings all fragments together. By doing this, visitors and booking partners will have one channel access to all online bookable restaurants in the world.

Management team:
Anders Fredriksson, CEO
Tomasz Matuszczyk, CTO

Contact information:
info@tablefinder.com
+46 31 780 53 99
Lindholmspiren 5a
S-413 10 Göteborg
Sweden