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Monday, February 11, 2013

Where the Singles Are: A Dating Guide by ZIP Code

At Trulia, a residential real estate Web site, the analysts are constantly crunching data â€" home and apartment listings, prices, school ratings, crime rates and other numbers.

With Valentine’s Day coming this week, Jed Kolko, Trulia’s chief economist and head of analytics, decided to sift through household, gender, city and neighborhood data in America. If you’re looking for someone single of the opposite sex, where are your chances best and worst, statistically speaking

He posted his findings on the Trulia Trends site on Monday.

According to Trulia’s analysis, men living alone most outnumber women living alone in Las Vegas; Honolulu; Palm Bay, Fla.; Gary, Ind.; and San Jose, Calif.

Women most outnumber men in Bethesda, Md.; Washington; Boston; New York; and Raleigh, N.C.

At the broader metropolitan level, Mr. Kolko said in an intervie, labor markets are typically the determining factor. Men outnumber women in regions that have a higher proportion of technology, manufacturing and construction jobs. Women outnumber men most in places with more professional services jobs and in bigger cities.

The data sets for many thousands of ZIP codes, Mr. Kolko explained, all came from the 2010 census and were downloaded onto a laptop, then sliced, diced and manipulated using Stata data analysis and statistical software.

The data was massaged a bit. Only people living alone were counted; an earlier survey showed singles prefer to date someone who lives alone. And this time, Mr. Kolko factored out the gay and lesbian population, using the assumption that the share of gay or lesbian singles in neighborhoods would be roughly equal to same-sex couples living in those neighborhoods. (Last year, Mr. Kolko did an analysis of the ZIP code neighborhoods with the highest shares of gays and lesbians.)

Local industries may play a large role in gender populations for cities as a whole. But neighborhoods, Mr. Kolko said, are a more genuine reflection of where people want to live. So for each of the 10 largest metropolitan areas, he calculated the ZIP codes with the highest ratio of men to women, and women to men.

Men, Mr. Kolko observed, tend to settle near downtown or in recently redeveloped neighborhoods like the Waterfront in Boston or Long Island City in New York. Women are more likely to live in residential areas, including the Marina in San Francisco and Queen Anne in Seattle, and neighborhoods that are seen as safe and are more affluent, like the Upper East Side of New York and Upper Connecticut Avenue in Washington.

More women in high-income neighborhoods Is this another sign of the much-discussed trend of women doing better than men Mr. Kolko did not push the data that far. â€It probably says more about where men and women choose to live in a given city rather than which gender is more successful,” he said.



Our Generation: The Death of a Prodigy and the Limitations of Talent

The Death of a Prodigy and the Limitations of Talent

I keep thinking of Aaron Swartz, the 26-year-old computer genius who apparently hanged himself last month. At the time, he was under federal charges of being a cyber thief â€" downloading scholarly journals available by subscription fee only, and making them available online at no charge. For this, he faced 13 felony counts and up to 35 years in prison. There was no allegation that he sought to profit, but rather that, rightly or wrongly, he was acting on the principle that such information should be free to the public.

Aaron Swartz, a gifted programmer who killed himself in January, ahead of a trial on charges of stealing millions of scientific journals from a computer archive.

Whenever I read some new development in the case, I get a feeling I haven’t had in 40 years.

When I was 23, I worked as a reporter for The Rochester Times-Union in upstate New York. This was 1975, and wages were very modest. We had a newsroom union, the Newspaper Guild, but it had no muscle and really, the only way for us to apply even a little bit of pressure on management was moral suasion. We would walk out at lunch and gather in front of the building, where we would hold a news conference describing how we were being mistreated to the two or three Rochester television stations that showed up.

Or we would have a byline strike. Reporters would exercise their right to withhold their bylines, the theory being that readers would notice and be so outraged that the company would be shamed into giving us a raise.

Right.

Anyway, our leadership called a byline strike, but for some reason, when the first edition came out, one of the reporter’s names remained on his story. A Guild officer came to me, explaining that this reporter had requested to have it removed, was ignored and would like to have it taken off for the later editions.

Why did the union rep come to me I wasn’t an officer or a steward. Nor did the wage issue or byline strike matter much to me. At that moment in my life I owned nothing, needed nothing, owed no one and was thrilled that any newspaper anywhere would pay to print something I wrote.

But I was young and idealistic and known for speaking my mind in the newsroom. I had a sense of solidarity for a larger cause and the desire to help others. In the (now embarrassing) terminology of that era, I was anti-establishment.

The union leader who’d approached me was middle aged, had children to put through college, a mortgage and car payments. He needed the raise but couldn’t afford to do anything that would risk his job.

Those were the days of hot type. I went down to the press room and found a union printer to chip the byline off the metal plate.

In the final editions, including the Blue Streak special, the byline had disappeared.

I told no one for years, though it made me feel proud and even a little brave.

About a week later, the managing editor, John Dougherty, called me into his office. J.D., as we all called him, was a terrific old school newspaperman. He had a great eye for talent. Many of the people he hired right out of college went on to become top editors and reporters in the business. In my case, he took a chance, giving me a job though I’d never had a journalism course. And then he was patient while I learned the trade on his dime.

“Did you have that byline chipped” he asked me.

It was one of those moments of truth in a young man’s life. I looked him in the eye and said, “No.”

“Well if you did, I’d fire you on the spot,” he said.

In retrospect, I think J.D. knew.

Either way, he’d scared me good.

I was changed. Until then, I’d felt my talent was a shield, that I could break the rules without consequence, because there was something special and even righteous about me.

In the years to come, this experience did not stop me from standing up for what I believed, but from then on, before acting, I factored in the possible consequences. Two jobs later, at The Miami Herald, a terrific editor was, to my mind, unfairly forced out of his job. I got up a petition that was signed by most of the newsroom, with my name first, and then personally handed it to the executive editor.

This time I knew I was likely dead-ended at the paper. Not long after, when I asked to transfer from features to the metro section, I was told that all they could give me was general assignment on the night shift and if I did well at that, they’d consider a better beat.

About then I applied to The Times.

I believe what I experienced is a rite of passage. I’ve seen all three of my grown sons go through it in their own ways, coming to the same startling realization when their protective shields were pierced.

Aaron Swartz played on a stage a million times larger and more important than any I’ve appeared on. Several times before this, he’d outsmarted government officials and publishers, making millions of documents available free to the public.

Later this week, the Justice Department is expected to brief members of Congress on the prosecutors’ handling of the case.

To many, particularly his generation, he is regarded as a Robin Hood, although not to me. I am the establishment now. I’ve seen far too many talented journalists, authors, musicians, artists, editors, agents and publishers lose their livelihoods in the name of free information.

Most people are lucky â€" they learn the lesson of the shield without grave consequence.

Mr. Swartz paid a terrible price for his idealism, whether wrongheaded or not. My heart goes out to him, and because I am a father with sons his age, it goes out to his parents. The pain of losing such a brilliant, precious child acting on his principles is unfathomable.

Booming: Living Through the Middle Ages offers news and commentary about baby boomers, anchored by Michael Winerip. You can connect with Michael Winerip on Facebook here. You can follow Booming via RSS here or visit nytimes.com/booming and reach us by e-mail at booming@nytimes.com.



Why Apple Is Working on an iWatch and Not iGlasses

Why an iWatch and not iGlasses

In my column on Monday I reported that Apple was experimenting with a wristlike computer that could wrap around a person’s wrist. Some readers asked why the company, which is clearly experimenting with wearable computing, wouldn’t just make a pair of augmented reality glasses instead

The best way to answer that question is to look at the Apple mouse, or as the company officially calls it, the Trackpad. Today’s Trackpads on Apple laptops are flat squares that offer multitouch controls and have no buttons. But that wasn’t always the case.

For years, the Apple mouse was half Trackpad, half a single large clickable button. As the company introduced multitouch to its mouse, it no longe needed that button â€" one tap acted like a single click â€" but the company didn’t just lop it off in a mouse-buttonectomy. It eliminated it slowly over several versions of laptops so consumers became accustomed to its absence.

At first the mouse pad was given multitouch, then the large button was made slimmer, then the button went away, but the entire mouse pad became clickable. Today, it’s just a flat multitouch square.

Apple will do the same thing with its foray into wearable computing. The wrist is not a scary place for consumers to add their first computer. After all, we’ve been wearing a type of computer there for decades: the wristwatch. (For many of you in the 1970s, a digital watch, some with a mini-calculator, was your first computer.) Now that the wristwatch is being supplanted by the smartphone, the wrist is the perfect place to introduce customers to a computer they can wear.

Some people are still intimidated by regular computers. How do you think they will feel! about one strapped to their person

Enter the iWatch, or whatever the company plans to call it. Think of it as the first mouse with a really large button and no multitouch. That’s how Apple is probably thinking about it, too.

It’s a different approach from the one taken by Google, which is going straight for the face, making its augmented reality Google Glasses to try and introduce people to wearable computers. But some consumers will very likely be intimidated by a computer hanging from their brow. The wrist, in comparison, is not as scary.

Although five or 10 years from now we could well be walking around with Apple glasses on our faces, the company’s first push into this world of wearables will be through the wrist.



Why Apple Is Working on an iWatch and Not iGlasses

Why an iWatch and not iGlasses

In my column on Monday I reported that Apple was experimenting with a wristlike computer that could wrap around a person’s wrist. Some readers asked why the company, which is clearly experimenting with wearable computing, wouldn’t just make a pair of augmented reality glasses instead

The best way to answer that question is to look at the Apple mouse, or as the company officially calls it, the Trackpad. Today’s Trackpads on Apple laptops are flat squares that offer multitouch controls and have no buttons. But that wasn’t always the case.

For years, the Apple mouse was half Trackpad, half a single large clickable button. As the company introduced multitouch to its mouse, it no longe needed that button â€" one tap acted like a single click â€" but the company didn’t just lop it off in a mouse-buttonectomy. It eliminated it slowly over several versions of laptops so consumers became accustomed to its absence.

At first the mouse pad was given multitouch, then the large button was made slimmer, then the button went away, but the entire mouse pad became clickable. Today, it’s just a flat multitouch square.

Apple will do the same thing with its foray into wearable computing. The wrist is not a scary place for consumers to add their first computer. After all, we’ve been wearing a type of computer there for decades: the wristwatch. (For many of you in the 1970s, a digital watch, some with a mini-calculator, was your first computer.) Now that the wristwatch is being supplanted by the smartphone, the wrist is the perfect place to introduce customers to a computer they can wear.

Some people are still intimidated by regular computers. How do you think they will feel! about one strapped to their person

Enter the iWatch, or whatever the company plans to call it. Think of it as the first mouse with a really large button and no multitouch. That’s how Apple is probably thinking about it, too.

It’s a different approach from the one taken by Google, which is going straight for the face, making its augmented reality Google Glasses to try and introduce people to wearable computers. But some consumers will very likely be intimidated by a computer hanging from their brow. The wrist, in comparison, is not as scary.

Although five or 10 years from now we could well be walking around with Apple glasses on our faces, the company’s first push into this world of wearables will be through the wrist.



TimesCast Media+Tech: Esquire Magazine Takes On Television

Esquire prepares to introduce a new television network. Beauty bloggers storm fashion week. The wristwatch of the future.

Amazon and CBS Announce Deal on Rights to \'Under the Dome\'

Amazon.com and the CBS Corporation on Monday announced a first-of-its-kind deal for the repeat rights to “Under the Dome,” a 13-episode television series based on the Stephen King novel of the same name.

“Under the Dome” will debut on the CBS network on June 24. Episodes of the series will be replayed for free on CBS.com, as many of the network’s shows are, but for only three days. After that point the episodes will be available exclusively on Amazon’s subscriber-only Prime Insant Video service.

Terms of the agreement were not disclosed. But the deal is the latest indication of Amazon’s ambitious plans for streaming video, which it currently provides as part of its $79 annual Amazon Prime membership.
Earlier this month Amazon announced an exclusive deal to stream seasons of the PBS hit “Downton Abbey.” And the company is in the process of commissioning half a dozen comedy pilots, some of which will be turned into full-fledged series.

Brad Beale, the director of digital video content acquisition for Amazon, said in a statement: “Adding a current season major network TV series like ‘Under the Dome’ to the Prime Instant Video library so shortly after its live airing enables us to increase our exclusive selection of great TV shows and give c! ustomers access how, when and where they want to watch it.”

Amazon and CBS noted in the news release that the “Under the Dome” novel was a best-seller, both in print and on its Kindle e-reader, when it came out in 2009.

CBS announced last November that it had ordered the series. Steven Spielberg‘s Amblin Television is producing the series.

Streaming services like Netflix and Amazon are mostly known for carrying past seasons of series, so the timeliness of the “Under the Dome” deal is noteworthy. For CBS, the arrangement is a way to offset some of the costs of the series and potentially attract new viewers to the television airings of te episodes.

Scott Koondel, the chief corporate content licensing officer for CBS, noted in a statement that the deal protects the three-day period of time when traditional television ratings are calculated for advertisers. This period is known as “C3.”

“With this innovative agreement, we’re giving fans more options to watch and stay current with this serialized series, and doing so in a way that protects the television network’s C3 advertising window,” Mr.
Koondel said.



Samsung\'s Huge Investments on Capital Expenditures and Marketing

In The New York Times on Monday, I examined how Samsung Electronics has emerged to become a true challenger to Apple, the most profitable technology company in the world.

In interviews, Samsung’s executives emphasized the company’s market research and design processes. But the other crucial parts to the company’s success are its huge investments on capital expenditures and marketing, far exceeding any other consumer electronics company.

Even bigger than research and design is Samsung’s capital spending, or its investment in parts and the equipment required to produce them, like milling machines used for cutting and fabricators used to make semiconductors. In 2012, Samsung reported $21.5 billion in capital expenditures, more than twice Apple’s investment of $10 billion. It says it expects to spend about the same amount on capital expenditures this year.

Horace H. Ddiu, a mobile industry analyst at Asymco, says Samsung’s focus on capital spending was the main reason for why it is so successful. Historically, it built its business around producing and selling components to other manufacturers, including Apple, Sony and Hewlett-Packard. That gave it tight control over the components market, similar to when Henry Ford owned the facilities for manufacturing cars, like coal and iron ore mines, glassworks, rubber plantations and sawmills.

Owning a broad manufacturing process not only puts Samsung in a position of strength to sell components. By working with so many companies, it also gains insight into how to plan investments for successful products, Mr. Dediu said. Having worked closely with Apple and other companies for years, Samsung can easily get a sense of how to plan production and distribution of a successful phone, Mr. Dediu said. It is his supposition that Apple attacked Samsung in the courts out of a feeling of betrayal by a partner, more so than a! defense of intellectual property.

“The betrayal was we trusted you as a partner, and we didn’t think you would actually take that business we built for you with our sales funding your capacity to build these products,” Mr. Dediu said. “We didn’t think you’d take those sales you made with us and convert them into ammunition against us.”

In August, after Apple’s victory against Samsung in a patent lawsuit in federal court in California, Timothy D. Cook, its chief executive, sent a memo to employees that said the lawsuit was about more than protecting intellectual property.

“We chose legal action very reluctantly and only after repeatedly asking Samsung to stop copying our work,” Mr. Cook wrote. “For us, this lawsuit has always been about something much more important than patents or money. It’s about values. We value originality and innovation and pour our lives into making the best products on earth. And we do this to delight our customers, not for competitors to flgrantly copy.”

Samsung admits that the company is trying to shed the image of being a manufacturer. That partly explains why it is spending so much on marketing. In general, Samsung spends more on advertising than Apple and Microsoft â€" in 2011, Samsung spent $3 billion on ads, compared with Apple’s $933 million and Microsoft’s $1.9 billion. For marketing over all, which includes advertisements, sales promotions and public relations, Samsung spent $11.4 billion last year.

Its advertising has been more prominent in other countries, but in America in the last year it has been especially aggressive with its promotion of the Galaxy S III. It started a campaign for that phone in June, which included ads on television, online, in print and in outdoor areas, like posters at bus stations. This year, Samsung has also been a sponsor at New York’s Fashion Week, and it advertised during the Super Bowl broadcast this year.

“In the past year, you’ve seen us amplify the Samsung brand in the U.S., especially in the mobile category,” Justin Denison, chief strategy officer of Samsung, said in an interview. “That has been helping communicate to consumers that we really want to stand for innovation.”

What are your thoughts about Samsung’s approach to technology products and marketing Post your comments below.



Reporter\'s Notebook: Outtakes From the Snapchat Story

Over the weekend, I reported about the recent successes of an up-and-coming start-up, Snapchat, that lets people send messages that disappear after they are viewed. I spent two days with the founders of the company, Evan Siegel and Bobby Murphy, in Los Angeles, interviewing them and learning about their business, which was hard to condense into a single article. Not everything that I learned made it into the final version.

Here are a few of the juicier tidbits and anecdotes that wound up on the cutting room floor.

Snapchat’s headquarters are on the sunny stretch of the Venice Beach boardwalk, steps from surf and sand, in an airy beach house whose previous tenants include a medical marijuana dispensary and a Nke party house.

Their offices have a glowing, life-size replication of their app icon positioned outside the main entrance.

The company also has security detail, 24 hours a day, seven days a week, to keep anyone wandering by from trying to break into the offices.

The company also has a lot of Snapchat-themed art in its offices, including a series of prints that say “No photographs please” and a glitter portrait of their company mascot, “Ghostface Chillah.”

Snapchat does not currently generate any revenue, but its founders envision a future where the company could partner with brands or advertisers that want to show certain Snapchat users a glimpse of a new device, a preview of a new movie or a sneak peek of an upcoming line of clothing. Or, they say, they could show “exploding coupons,” an image that gives information about a deal or discount that expires after a certain amount of time.

Mr. Spiegel and Mr. Murphy met at Stanford, and eventually became roo! mmates. Mr. Spiegel said he would often ask Mr. Murphy for help with computer science and Mr. Murphy recalled being impressed with a line of shirts that Mr. Spiegel designed for their fraternity, which set the precedent for their future business partnership.

One of Snapchat’s defining features is that it allows users to take screenshots of photos they receive, which sends a notification to the sender, alerting them that an image of their photo was taken. This, of course, means that nimble-fingered Snapchat users can make copies of photos that would otherwise disappear after a few seconds. Snapchat’s founders say that feature can also be considered akin to a “like” or a “favorite,” a signal to the sender that their image was favorably received.

Before working on Snapchat, Mr. Siegel and Mr. Murphy collaborated on a Web product, Future Freshman, a guide for high school students who were applying to college. The product failed to gain any significant traction, however, and the founders ent back to the drawing board before coming up with Snapchat.

Snapchat’s original name was Pickaboo â€" a riff on the kid’s game Peekaboo. But that name was taken by another photo company, and after a brainstorm session, the founders settled on Snapchat.



E-Mails Of Reporters In Myanmar Are Hacked

E-Mails Of Reporters In Myanmar Are Hacked

BANGKOK â€" Several journalists who cover Myanmar said Sunday that they had received warnings from Google that their e-mail accounts might have been hacked by “state-sponsored attackers.”

The warnings began appearing last week, said the journalists, who included employees of Eleven Media, one Myanmar’s leading news organizations; Bertil Lintner, a Thailand-based author and expert on Myanmar’s ethnic groups; and a Burmese correspondent for The Associated Press.

Taj Meadows, a Google spokesman in Tokyo, said that he could not immediately provide specifics about the warnings, but said that Google had begun the policy of notifying users of suspicious activity in June.

“I can certainly confirm that we send these types of notices to accounts that we suspect are the targets of state-sponsored attacks,” Mr. Meadows said.

Google has not said how it determines whether an attack is “state sponsored” and does not identify which government may be leading the attacks. Mr. Meadows referred a reporter to an announcement in June by Eric Grosse, the vice president for security engineering at Google, that said that the company could not provide details of its warnings “without giving away information that would be helpful to these bad actors.”

Ye Htut, a Myanmar government spokesman, and Zaw Htay, a director in the president’s office, could not be reached for comment on Sunday.

The news media in Myanmar were highly censored and restricted during five decades of military rule, but the government has lifted many of those restrictions since President Thein Sein came to power nearly two years ago.

The country, formerly known as Burma, now has thriving weekly publications that are beginning to report on subjects that were once considered taboo, like government corruption and the military’s battles with ethnic rebels.

But at least two leading private publications, Eleven Media and The Voice Weekly, a news journal, have suffered cyberattacks. Eleven Media’s Web site and Facebook page were shut down by hackers several times in the past month, said U Than Htut Aung, the chairman and chief executive of the group.

“This is a direct attack on the media and a step backward for democracy,” he said.

Eleven Media Group posted an article over the weekend saying that the editor of The Voice Weekly and the correspondent for the Japanese news agency Kyodo had also received warnings from Google.

Some journalists speculated that attempts to hack into e-mail accounts might be linked to the conflict in northern Myanmar, where ethnic Kachin rebels have engaged in fierce fighting with government troops in recent weeks for control over territory near the Chinese border.

Eleven Media was among the first publications to report that the Myanmar military was deploying aircraft to attack the Kachin rebels, a policy that the government denied until reports and photographs appeared in Eleven Media.

“It’s their most sensitive state security issue,” said Mr. Lintner, the expert on ethnic groups.

Mr. Than Htut Aung of Eleven Media said that he had heard reports from his staff that members of the Myanmar military were “very angry” with their reporting on the Kachin conflict, but he added that it was too early to say whether the military had a role in the cyberattacks.

The Myanmar military has received training on cyberwarfare from Russia, Mr. Lintner said.

Cyberattacks are not new to the Burmese news media. During military rule, news Web sites run by exiled Burmese activists in Thailand and elsewhere were attacked numerous times by hackers.

Wai Moe contributed reporting from Laiza, Myanmar.

A version of this article appeared in print on February 11, 2013, on page A5 of the New York edition with the headline: E-Mails Of Reporters In Myanmar Are Hacked.

Latest Updates on Pope\'s Resignation

The Lede is providing updates on Pope Benedict XVI’s announcement on Monday that he intends resign on Feb. 28, less than eight years after he took office, the first pope to do so in six centuries.

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Daily Report: Samsung Emerges as a Potent Rival to Apple\'s Cool

Apple, for the first time in years, is hearing footsteps, reports Brian X. Chen in Monday’s New York Times.

The maker of iPhones, iPads and iPods has never faced a challenger able to make a truly popular and profitable smartphone or tablet â€" not Dell, not Hewlett-Packard, not Nokia, not BlackBerry â€" until Samsung Electronics.

The South Korean manufacturer’s Galaxy S III smartphone is the first device to run neck and neck with Apple’s iPhone in sales. Armed with other Galaxy phones and tablets, Samsung has emerged as a potent challenger to Apple, the top consumer electronics maker. The two companies are the only ones turning profits in the highly competitive mobile phone industry, with Apple taking 72 percent of the earnings and Samsung the rest.

Yet these two rivals, who have battled in the marketplace and in the courts worldwide, could not be more different. Samsung Electronis, a major part of South Korea’s expansive Samsung Group, makes computer chips and flat-panel displays as well as a wide range of consumer products including refrigerators, washers and dryers, cameras, vacuum cleaners, PCs, printers and TVs.

Where Apple stakes its success on creating new markets and dominating them, as it did with the iPhone and iPad, Samsung invests heavily in studying existing markets and innovating inside them.



Daily Report: Samsung Emerges as a Potent Rival to Apple\'s Cool

Apple, for the first time in years, is hearing footsteps, reports Brian X. Chen in Monday’s New York Times.

The maker of iPhones, iPads and iPods has never faced a challenger able to make a truly popular and profitable smartphone or tablet â€" not Dell, not Hewlett-Packard, not Nokia, not BlackBerry â€" until Samsung Electronics.

The South Korean manufacturer’s Galaxy S III smartphone is the first device to run neck and neck with Apple’s iPhone in sales. Armed with other Galaxy phones and tablets, Samsung has emerged as a potent challenger to Apple, the top consumer electronics maker. The two companies are the only ones turning profits in the highly competitive mobile phone industry, with Apple taking 72 percent of the earnings and Samsung the rest.

Yet these two rivals, who have battled in the marketplace and in the courts worldwide, could not be more different. Samsung Electronis, a major part of South Korea’s expansive Samsung Group, makes computer chips and flat-panel displays as well as a wide range of consumer products including refrigerators, washers and dryers, cameras, vacuum cleaners, PCs, printers and TVs.

Where Apple stakes its success on creating new markets and dominating them, as it did with the iPhone and iPad, Samsung invests heavily in studying existing markets and innovating inside them.