Wednesday, 15 January 2014

How to sync iCloud with non-Apple devices



Apple's iCloud service for synchronizing personal data across devices is designed to work best with Apple's own hardware, but the company has software that brings iCloud to Windows computers too. As for using the calendar on an Android or another non-Apple portable device, you may be able to find apps or workarounds to help. 

You can find Apple's instructions for setting up the full iCloud service on a Windows computer at apple.com/icloud/setup/pc.html; calendar updates are pushed to Microsoft Outlook on a PC. You can also log in to the family calendar with a desktop web browser (like internet Explorer, Firefox or Chrome) at icloud. com/#calendar from a Windows PC. 
You may get error messages about having an unsupported browser if you try to log into the iCloud website from a mobile device, but apps like Smooth Sync for Cloud Calendar (available for less than $3 in the Google Play Store) bring your iCloud datebook to an Android gadget. Some users on other mobile platforms have found ways to get their iCloud calendar information on other devices, like a BlackBerry Z10 or a Windows Phone using the CalDAV standard. 
If you decide to switch to a non-Apple device, you can find plenty of blogs and tech sites with steps and tips for the technical fiddling needed to get iCloud calendars on the various other mobile platforms.

Digital Marketing - Adapting To Change



With the Internet revolutionising conventional marketing techniques,Digital marketing today has occupied the forefront. This has primarily accelerated business growth by catering to the diverse and dynamic needs of new ventures.

In an economy which contributes to fluctuating marketing spends, and with a growing population that possess disposable income, and an attachment to technology, digital marketing is growing to be a preferred and viable option for both small and big scale enterprises to bank on.Now the question remains, “How effectively do we implement digital marketing strategies and how do we deliver the right impact?”

One would wonder, how important digital marketing is in today’s industry. Let us begin with an example of where digital marketing is applicable. How impressive is the image sitemap? Is it compatible with the iPad version? How do we improve quality score and site traffic? What is the reach of a tweet or a Facebook post? How many influencers have we engaged within a week?

11 cool gadgets of CES 2014



The recently-concluded Consumer Electronics Show was full of latest gadgets. Many of them were just proof of concept. Almost half of them would not come to the market. Many would hit the market but might take months, or even years, before you could buy them. But let's not worry about that. For now, take a look at 10 gadgets that we feel stood out in the crowded world of CES:

Sony Xperia Z1 Compact
There is a sizeable number of mobile users who love high-end Android phone but hate the big screens these devices have. Instead they want an iPhone like Android phone. Xperia Compact is a phone made for these users. Its size is similar to iPhone and unlike other small Android phones, it holds nothing back and packs in cutting-end hardware, including a 20.7MP camera.



Pebble Steel
One of the most popular smartwatches got a little chic this year. Pebble is putting a steal (or leather strap, if you prefer that) in its smartwatch to make it feel more like a watch and less like a tool for nerds. Of course, other than showing time, it will also talk to your smartphone and give you email and messaging notifications, breaking news alerts, stats on your daily jog and details on missed calls. It's smart, you see!

Sony Life Space UX
This is not one product but a combination of products, which aim to turn your house into one giant screen. With laser and sensors embedded into lamps, Sony aims to create a screen inside your house wherever you need it. Having breakfast? You can convert your table into a screen and read the news of the day. Lying on your bed? You can convert your ceiling into a screen and watch a film on it. The best piece of Sony's Life Space UX system is a 4K projector that you can put along with a wall on the floor and then convert the wall into a giant screen to watch films on it!



Panasonic TV with curves
Everyone had a curved TV to show at CES. But Panasonic went a step ahead. It was showing a TV that curved both ways. If that is not enough make you sit and take note, consider this: The TV uses OLED screens, which are extremely good at showing rich colours and excellent contrast. This Panasonic TV is a sight to behold. Unfortunately you can't buy it for two reasons: One, it is not an actual product yet. Two, if it comes to the market it is going to cost as much as a flat in upscale Mumbai locality.



Polaroid Socialmatic
Polaroid went all digital at CES and the product that stood out from its stable was Socialmatic, a camera powered by Android. Designed tastefully, which will appeal to aesthetic senses of hipsters, Socialmatic can shoot 14 mega pixels images and share them on your friend circle on social media sites within seconds. But what if you want share the real photo in the real world? Worry not. Socialmatic can also print out 2x3 inches images within minutes.



Waka Waka Power
In a country like India, this smartphone charger could be particularly useful. Reason: It doesn't require power. All it needs is plenty of sun. And in India we usually have enough sun. Waka Waka Power uses solar panels to charge itself when left in sunlight. It takes around 8 hours to charge. Once it is fully charged, you can connect a phone to it and it will fill up the battery of the device in around two hours.



Oculus Rift
This chunky headgear that covers your eyes was the start of CES 2013. A year later, it again ruled the world's biggest electronics show. At CES 2014, the prototype of the headgear, which puts gamers inside a video game by creating a 3D word in front of their eyes, promised to change the world of video gamers. We tried the older headgear called Rift at CES 2014 and could see the incredible potential of the device. The 3D world it creates is flawless and the most believable created by any technology yet.

The game moves at a fast pace in the virtual reality created by Rift and feels natural and fluid. Even if you wear glasses, the experience is flawless. During the demo we did feel that the 720P resolution that Rift used was not as sharp as what we see on television. But the newer version of the device, called Crystal Cove, that was displayed at CES 2014 fixes it by raising the resolution to 1080P. Cove also switches to OLED display, which has lower latency and hence allow for a more fluid and natural looking virtual world.

Razer Project Christine
Razer is another company - remember Valve - trying to make computers sexy. And easier to handle. Project Christine is a prototype computer that uses easy-to-replace or upgrade hardware blocks. To people who can assemble a computer this does not sound too impressive. But for mainstream users, Project Christine could be of incredible value. The prototype is a proof that assembling computers can be as simple as putting together a few Lego bricks.



Sleep Number X12
Even beds are getting smarter now. Example: X12. Full of sensors, this bed keeps a record of your heart beat and how well you are sleeping. Each morning you get a report of what happened with your body while you were asleep. But that's not the best feature. X12 allows a user to raise his or her headrest, which can be particularly useful if your partner is snoring because raising the headrest may stop the snores.



Steam machines
Last year gamers got PS4 and Xbox One gaming consoles. This year, Valve, which made iconic games like Counter Strike and Half Life, is giving a gaming makeover to computers. It has Steam machines, computers that run software dedicated to only gaming. While Valve did not show any Steam machines at its CES 2014 stall - it only had the controller with googly eyes on display - its partners like Zotac were showing their Steam machines.

PayPal revamps online payment process



EBay's payments service PayPal has redesigned its online checkout process to let shoppers complete their payment on merchants' websites, rather than go to a separate PayPal site. 

Simplifying the checkout process -- and having shoppers stay on an e-commerce site rather than click over to a separate PayPal page -- means they are more likely to complete the transaction. That could also mean more people will use PayPal. 

PayPal said that it is testing out the new checkout process with a few merchants and will make it available to large businesses in the first half of this year. Medium- and small-sized businesses will also be able to use it down the line. 

In addition, PayPal said it will make its " payment code" feature available to merchants that accept Discover cards or use Micros payments systems, starting in February. The feature lets shoppers pay for purchases using their smartphones, using either a four-digit code or a QR code, which is a newer version of the classic bar code. 

PayPal says it's a payment option at 1.9 million physical stores and other sellers in the US. 

Shares of eBay rose 49 cents to $52.65 in afternoon trading.

Interview: SaaS, PaaS and IaaS: which cloud service model is for you?



Interview: SaaS, PaaS and IaaS: which cloud service model is for you?The cloud has had a transformational impact on businesses of all sizes - from small and midsized businesses (SMBs) to large enterprises - and it's showing no signs of slowing down.
According to analyst house Gartner, the use of cloud computing is still growing and will become the bulk of new IT spend by 2016, a year that the company predicts will see hybrid cloud overtake private cloud, with nearly half of large enterprises having deployments by the end of 2017.
Despite its high uptake, the most suitable route into the cloud is not always so clear cut for many organisations moving on from the tried and tested client-server model.
To shed light on the advantages and disadvantages of cloud computing's three main service delivery models - software-as-a-service (SaaS), platform-as-a-service (PaaS) and infrastructure-as-a-service (IaaS) - we spoke to Mike Kavis, VP and Principal Architect for Cloud Technology Partners and author of 'Architecting the cloud'.
TechRadar Pro: Can you summarise the different cloud service delivery models available?
MK: There are three cloud service models: Infrastructure as a Service (IaaS), Platform as a Service (PaaS), and Software as a Service (SaaS).
With each cloud service model, certain responsibilities are shifted to the cloud service provider allowing consumers of cloud services to focus more on their own business requirements and less on the underlying technologies.
IaaS abstracts the underlying infrastructure and data center capabilities so that consumers no longer have to rack and stack hardware, power and cool data centers, and procure hardware. Computer resources can be provisioned on demand as a utility, much like how we consume water and electricity today.
PaaS takes us one level higher in the stack and abstracts that operating system, database, application server, and programming language.
Consumers using PaaS can focus on building software on top of the platform and no longer have to worry about installing, managing, and patching LAMP stacks or Windows operating systems. PaaS also takes care of scaling, failover, and many other technical design considerations so that developers can focus on business applications and less on the underlying IT "plumbing".
SaaS is the ultimate level of abstraction. With SaaS, the entire application or service is delivered over the web through a browser and or via an API. In this service model, the consumer only needs to focus on administering users to the system.
SaaS is very common for non-core competency type applications like customer relationship management (CRM), human resources applications, and financial and accounting applications.
Many companies are now going away from the legacy model of shipping software to clients or delivering software internally over the internal network to a SaaS model where the software is available 24 by 7 over the internet.
In this model, software is updated in one place and immediately available to end users as opposed to the old ship and upgrade method of the past.
TRP: What should users consider when determining which is the right cloud service model for their business?
MK: The proper question is what cloud service model is right for the application. Each enterprise should expect to deploy applications and services using all three cloud service models.
Use a hammer to pound nails and a screw driver to turn screws. There are many factors that determine which cloud service model to use.
The first is a build versus buy decision. Should we right the code ourselves or pay for a SaaS solution that provides the functionality on demand? If the service is not a core competency, SaaS is usually a very good alternative to building as long as the service is affordable, mature, and meets the business requirements.
The PaaS vs. IaaS decision typically is determined by the performance and scalability requirements of the application. PaaS solutions have limitations on their ability to achieve very high scale due to the fact that these platforms must provide auto scaling and failover capabilities for all tenants of the platform.
With IaaS, it is up to the consumer to architect for scale and failover. PaaS solutions have upper bound limitations by client that limit how much compute resources a consumer can request making PaaS less desirable for very high scaling and performing solutions.
The beauty of PaaS is that it abstracts away the infrastructure and application stack so that developers only need to focus on building business functionality. PaaS promises increased speed to market but is the least mature of the three cloud service models. Some companies do not trust PaaS yet and will simply default to IaaS.
IaaS should be used when high scale and performance requirements are important. It is also a desirable option for companies who want more control over the application stack whether it be for performance, security, or control reasons.
TRP: What are the pros and cons of each service model?
MK: With cloud service models, there is a tradeoff between control and agility.
The more responsibility you shift to the cloud service provider the less control you have over security, business requirements, etc. but the faster you can get to market. On the flip side, the more you control the more work you have to do and the longer it takes to get to market.
With SaaS, the consumer has very little control over the application other than who has access. The consumer can alter various configurations but often has no say in SLAs, maintenance windows, underlying architecture, etc.
The advantage is that the consumer can quickly be up and running using the SaaS solution and does not have to manage and maintain the application freeing up precious IT resources to work on other priorities.
Another advantage is that the SaaS provider keeps up with changes in technology so that the consumer does not have to. For example, as more devices and tablets hit the market, the service provider makes the necessary changes to ensure the SaaS solution can support these devices.
With PaaS, the consumer does not have to manage hardware, operating systems, database systems, programming stacks, etc. Instead they focus on building software on top of these robust platforms.
The downside is that the developers must work within the constraints of the platform which may not be optimal for high performing architectures. Another disadvantage is that the consumer is highly reliable on the SLAs of the PaaS providers. Some of these PaaS providers like Heroku run on top of Amazon Web Services (AWS), an IaaS provider. When AWS has issues the developers are at the mercy of PaaS providers like Heroku to stay highly available.
When the PaaS service goes down the developers are mostly helpless and must wait until the PaaS provider restores services.
With IaaS, consumers have the absolute most control over all three cloud service models. The advantage of IaaS is that the infrastructure is abstracted and made available as a collection of APIs.
The IaaS providers provide seemingly infinite cloud resources available in minutes on demand without the long procurement cycles of the past. Application can be built to scale on demand as workloads increase and decrease consumption of compute resources as workloads decrease, thus optimizing the infrastructure spend. No longer do companies need to by two or three times the capacity to sit idle in the case of a peak workload.
The downside is the consumer is constrained to a subset of virtual cloud servers. Some applications require very specific hardware requirements which may not be available from the cloud service provider.
Another disadvantage is that some companies are not willing to place sensitive data outside of their firewalls and in a public cloud. For these companies they often chose to build their own clouds (private clouds).
By doing so they do not get the benefits of public clouds such as nearly infinite on-demand resource (they must procure their own hardware), rapid elasticity (they can only scale based on how much physical hardware they have), and metered price consumption (they no longer pay for what they use since they now have to buy physical machines).
TechRadar Pro: If you had one piece of advice for those responsible making a decision about their corporation's cloud service model, what would it be?
MK: Spend some time up front understanding the business requirements before selecting a cloud service model. Too often companies pick a cloud service model before addressing the needs of the applications.
A prime example is many .Net shops immediately default to Windows Azure which is a PaaS. Not all workloads are good candidates for PaaS yet companies forge ahead and force square pegs into round circles.
Would these same decision makers buy all the materials for a house before you know what the plans for the house were? Don't settle on favorite vendors without doing some upfront analysis. Expect to leverage all three service models in some form or fashion. Choose the right tools for the job.
Architecting the Cloud: Design Decisions for Cloud Computing Service Models (SaaS, PaaS, IaaS).

Google Buys Nest for $3.2 Billion in Cash


Nest-thermostat
Google has entered into an agreement to acquire Nest, the business behind the smart thermostat and smoke detector, for $3.2 billion in cash.
“They’re already delivering amazing products you can buy right now—thermostats that save energy and smoke/CO alarms that can help keep your family safe,' Larry Page, cofounder and CEO of Google, said in a statement. 'We are excited to bring great experiences to more homes in more countries and fulfill their dreams!”
See also: How Nest and Smart Technologies Are Re-Inventing Climate Control
Nest was founded by Tony Fadell, a former Apple employee who is credited with being the brains behind the iPod, in 2010. Fadell will continue to run Nest and the company will operate as a standalone brand under Google.

Hands-on with the Lenovo ThinkPad 8-a tablet that means business



Driving two monitors through a USB 3.0 dock, the ThinkPad 8 is the tablet that thinks it's a desktop.
Sean Gallagher
As CES was ending last week, I got a chance to pick up Lenovo’s new ThinkPad 8, an 8-plus-inch tablet that bridges the worlds of handheld and desktop. Designed for business use, the ThinkPad 8 is a little heavier than similarly sized tablets, and it doesn’t have all of the bells and whistles of strictly consumer options. But it does exceed the field as it can also plug into a USB 3.0 dock and become a respectable desktop machine—and it’s the first Windows 8 pure tablet that has made me think I might actually want a Windows tablet.
There are a few things that are fairly average about the ThinkPad 8. Its eight-hour battery life, when taken out of context, is pretty much standard in the Windows tablet field right now. It’s also a little heavier than most of its competition, weighing 0.9 pounds in its lightest configuration. Its back camera is a pedestrian 8-megapixel device, while the front-facing camera is a mere 2 megapixels—good for a Skype call, but not so much for self-portraiture.
Most of those somewhat banal numbers start to take on new meaning when you look at the whole package, though. The ThinkPad 8's 8.3-inch 1920×1200 pixel display is larger and higher resolution than other Windows tablets of its approximate size. It’s not quite the resolution of the current iPad Mini, but it's close enough that it’s not noticeable thanks to the responsiveness of the processor’s graphics engine. The screen has an ambient light sensor that automatically adjusts screen contrast based on indoor or outdoor lighting, and its touch sensors support up to 10-finger touch gestures.

Google Brings Shoppable Hangout To India Via Myntra


Google (1)
Google wants you to enjoy shopping with your friends with its latest initiative. The internet giant has teamed up with online fashion store Myntra to unveil  ’Shoppable Hangout’ that enables users to interact with each other and shop online simultaneously. The hangout which will be Asia’s first,will kick-start from January 20 and will be hosted by Bollywood actor Hrithik Roshan. The actor who recently introduced  HRX, a private label for casual wear, will ‘hangout on air,’ on Myntra’s Youtube channel and other users will be able to talk to the star.
Speaking on the occasion, Vikas Ahuja, CMO, Myntra said, “We are proud to present Asia’s first ever Shoppable Hangout in association with Google. Marrying the power of technology, social media, and e-commerce, we will provide our customers a novel, more personal, and interactive way to shop online on Myntra.com. In this first ever, path-breaking Hangout, shoppers can watch Hrithik talk about his inspiration and his brand, see him showcase products, ask questions and simultaneously buy the products.”
Google+ Shoppable Hangout On Air enables up to 10 people to interact with each other on a multi-person video chat that is broadcast live to millions online, while allowing all the viewers to simultaneously shop, chat and comment.The Hangout will offer designers or retailers a platform where they can publicly broadcast a multi-person video chat about their products while customers simultaneously browse through the exclusive catalog. It can also be used for the purpose of product marketing where retailers or businesses can talk to potential customers and convince them to shop online.
Nitin Bawankule, Industry Director, Google India said, “With the e-commerce market in India growing at an unprecedented rate, we will be providing a unique shopping experience to the Indian shopper through a Google+ hangout. Going ahead we will continue to bring such distinctive experiences for the Indian shopper.”
Prior to this, Google had partnered with high-end designer Diane von Furstenberg for the September 2013 ‘Shoppable’ Google+Hangout where participants could click to buy DVF products as the designer fielded questions about her life and career. Google has been tapping the ever growing Indian e-commerce market with initiatives like Great Indian Online Shopping Festival.
Although the Shoppable Hangouts feels interesting, we will only understand more once its kick-starts this month.

Apple to relaunch 8GB version of iPhone 4 in India as sales lag



Apple to relaunch 8GB version of iPhone 4 in India as sales lag 
Apple is set to relaunch the 8GB version of the iPhone 4 in the Indian market after losing sales and market share in the middle segment to rival Samsung in the last quarter after pulling out the model as part of a global strategy.

The US company, pressing hard to raise its market share in India, will price the device at around 15,000 through buyback and EMI schemes compared with its old retail price of Rs 26,500, Apple's four top trade partners in India said requesting anonymity due to confidentiality clauses. The model launched three years ago has been succeeded by the 4S, 5, 5c and 5s, the last of which starts at Rs 53,500.

Since Apple stopped production of the iPhone 4 last August-September, the company is likely to source unsold inventory of the model from around the globe for the Indian market. However, this could not be independently verified.

"While there is still a latent demand for the iPhone 4 due to its attractive price in India, the model has lost favour in matured markets and hence it may not make sense for Apple to start fresh production since it follows economies of scale," said a senior executive at a top electronic retail chain.

An email sent to the Apple spokesperson at regional headquarters in London did not elicit any response until press time on Monday.

The company's decision to stop selling the 8GB iPhone 4 in the last quarter to push its latest devices helped the company gain value share but meant ceding ground in unit sales, with the 5c not reaching expected numbers and the company having no presence in the sub- 30,000 segment. "Apple's iPhone 4 8GB model used to rank amongst the top three selling models by unit sales and fight neck and neck with Samsung, but with its exit the company lost much ground," said a senior executive at a top electronic retail.

In his chain, which has more than a hundred stores, the iPhone4 used to account for almost 15-20% of sales compared with Samsung's 50% in the Rs15,000- Rs 20,000 segment, he said. Now Samsung has more than 70% share.

Apple's market share in the Indian smartphone market peaked to more than 4% in October-December 2012 and January-March 2013 before dwindling to 1.4% in October 2013, according to CMR data. Samsung's share, in contrast, rose to 42% from 33% in the same period.

Another senior executive with a leading cellphone retail chain said Apple's two distributors, Redington and Ingram Micro, have sounded the trade out about a big relaunch of the iPhone4 8GB model as early as next week so that the company can take advantage of a Republic Day sales bump.

"However, inventory is yet to enter the stores," the executive said.

What Secrets Your Phone Is Sharing About You

Fan Zhang, the owner of Happy Child, a trendy Asian restaurant in downtown Toronto, knows that 170 of his customers went clubbing in November. He knows that 250 went to the gym that month, and that 216 came in from Yorkville, an upscale neighborhood.
Businesses are tracking their customers and building profiles of their daily habits using a network of startups that have placed sensors in restaurants, yoga studios and other sites. Chris Gilpin, founder of one such site, Turnstyle, joins the News Hub.
And he gleans this information without his customers' knowledge, or ever asking them a single question.
Mr. Zhang is a client of Turnstyle Solutions Inc., a year-old local company that has placed sensors in about 200 businesses within a 0.7 mile radius in downtown Toronto to track shoppers as they move in the city.
The sensors, each about the size of a deck of cards, follow signals emitted from Wi-Fi-enabled smartphones. That allows them to create portraits of roughly 2 million people's habits as they have gone about their daily lives, traveling from yoga studios to restaurants, to coffee shops, sports stadiums, hotels, and nightclubs.

"Instead of offering a general promotion that may or may not hit a nerve, we can promote specifically to the customer's taste," says Mr. Zhang. He recently emblazoned workout tank-tops with his restaurant's logo, based on the data about his customers' gym visits.
Turnstyle is at the forefront of a movement to track consumers who are continuously broadcasting their location from phones. Other startups, such as San Francisco-based Euclid Analytics Inc., use sensors to analyze foot-traffic patterns, largely within an individual retailer's properties to glean insight about customer behavior.
Their success speaks to the growing value of location data. Verizon Wireless last year began crunching its own location information from customers to help retailers see which neighborhoods shoppers arrived from or limited information about their habits, such as restaurants they drive past. Apple Inc. AAPL +1.99% recently released its iBeacon technology, which can be integrated into sensors to read customer's smartphone signals in brick-and-mortar stores.

But Turnstyle is among the few that have begun using the technology more broadly to follow people where they live, work and shop. The company's dense network of sensors can track any phone that has Wi-Fi turned on, enabling the company to build profiles of consumers lifestyles.
Turnstyle's weekly reports to clients use aggregate numbers and don't include people's names. But the company does collect the names, ages, genders, and social media profiles of some people who log in with Facebook FB +3.27% to a free Wi-Fi service that Turnstyle runs at local restaurants and coffee shops, including Happy Child. It uses that information, along with the wider foot traffic data, to come up dozens lifestyle categories, including yoga-goers, people who like theater, and hipsters.
A business that knows which sports team is most favored by its clients could offer special promotions on game days, says Turnstyle's 27-year-old founder Chris Gilpin. Czehoski, a local restaurant, hired an '80s-music DJ for Friday nights after learning from Turnstyle that more than 60% of the restaurant's Wi-Fi-enabled customers were over 30.
But as the industry grows in prominence, location trackers are bound to ignite privacy concerns. A company could, for example, track people's visits to specialist doctors or hospitals and sell that data to marketers.
"Locations have meanings," says Eloise Gratton, a privacy lawyer. Marketers can infer that a person has a certain disease from their Internet searches. A geolocation company can actually see the person visiting the doctor, "making the inference that the individual has this disease probably even more accurate," she says.
Mr. Glipin says his data doesn't include doctors visits or sensitive health information, nor does he sell his profile data to marketers. He is considering offering more detailed profiles based on the logged-in information, an endeavor that would be legal in Canada as long as consumers provided consent.
"We know there is more value to be extracted from this data," Mr. Gilpin says. "But we're wanting to move cautiously and turn on the tap slowly—in a way that doesn't offend customers."
In the U.S., companies don't have to get a consent before collecting and sharing most personal information, including their location. A bill, proposed by Minnesota Senator Al Franken, would require consent before collecting location data. The U.S. Federal Trade Commission settled its first location privacy case in December, against an app developer that misled consumers into believing their location data wouldn't be sold to marketers.
Some customers have concerns. Aj Tin, a university student and customer at Rsquared Café, was surprised to learn that by logging into the Wi-Fi at the coffee shop, he was enabling Turnstyle to track his movements and offer other local businesses an aggregated profile of his activities. The disclosure form tells consumers they will be tracked, but not how aggregated personal information will be distributed. "Privacy is cheap," Mr. Tin said.
Even as they covet the data, stores and businesses recognize it is a touchy subject. "It would probably be better not to use this tracking system at all if we had to let people know about it," says Glenna Weddle, the owner of Rac Boutique, a women's clothing store that is a Turnstyle client. "It's not invasive. It might raise alarms for no reason."
Viasense Inc., another Toronto startup, is building detailed dossiers of people's lifestyles by merging location data with those from other sources, including marketing firms. The company follows between 3 million and 6 million devices each day in a 400-kilometer radius surrounding Toronto. It buys bulk phone-signal data from Canada's national cellphone carriers. Viasense's algorithms then break those users into lifestyle categories based on their daily travels, which it says it can track down to the square meter.
For example, by monitoring how many times a consumer visits a golf course in a month, Viasense can classify her as a casual, intermediate or heavy golfer. People whose cellphones move at a certain clip across city parks between 5:30 and 8:30 every morning are flagged by the algorithm as "early morning joggers." The company identifies "youth" by looking at phone signals coming from schools during school hours and nightclubs, and home locations by targeting the places phones spend each night.
Viasense, which says its clients are grocery chains, a large concert venue and a billboard company, then overlays that data with census and marketing lists the company buys from data brokers to deduce demographic information, like whether the cellphone's owner is in a high-income bracket.
Viasense doesn't gather personal information or know any of its users' names, but CEO Mossab Basir says it is simple to figure this out. A person who has enabled location services on an app in which they upload information publicly, such as Twitter, TWTR +0.67% is broadcasting their location and their identity—or at least their handle—at the same time. "People are probably unaware of how much they are making available," says Mr. Basir. "That's why it's a very delicate subject for us. It's kind of Big Brotheresque."
A username is considered personal information, which under Canadian law can't be collected without the consent of the user. In most of the U.S., consent wouldn't be required.
Right now, the only way to opt-out of geolocation is to either switch off the Wi-Fi on a cellphone, or make a request through a website of one the data companies like Turnstyle that has an opt-out option.
As these companies operate mostly behind the scenes, the nascent industry is keeping a close watch on Google Inc. GOOG +2.35% and Apple. With their Android and iOS mobile operating systems, respectively, Google and Apple know the location of every customer's Wi-Fi-enabled phone—far more location data than any startup could access. The Silicon Valley giants aren't allowing access to such data by outsiders. Both Google and Apple declined to comment.
Places where people didn't think they were being watched are now repositories for collecting information, says Ryan Calo assistant professor at the University of Washington School of Law. "Companies are increasingly able to connect between our online and offline lives," he says.

Women lag behind men by Rs 3.8 lakh in terms of pay: Study



Women lag behind men by Rs 3.8 lakh in terms of pay: Study
High-potential women in India's technology sector begin their careers on an equal footing with men, with aspirations similar to the highest levels including that of CEO. Despite this very promising start, a gender gap over the years results in women earning less and receiving fewer opportunities that lead to fewer women in critical senior-level positions and a pay gap that expands over time, according to a Catalyst report.

The report, 'High Potentials under High Pressure in India's Technology Sector', examined 713 high-potential women and men working full time in high-tech organisations and/or technology roles in India. Of these, 31% were women, and 69% were men.

The average age was 33. Globally, women MBAs start at lower positions and pay ($4,600 less on average) than male counterparts, while India Inc's high potential women and men in technology start out on an equal footing. However, 12 years into their careers, women lag behind men by approximately Rs 3.8 lakh in terms of pay.

"Ensuring pay equity, equal access to developmental opportunities and fl exible and inclusive environments for women is critical for retaining talent in India's technology sector," says Shachi Irde, executive director, Catalyst India WRC.
Women lag behind men by Rs 3.8 lakh in terms of pay: Study