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Topics - nandagopal


HI Acumens

  Today one acumen gave us new sweet it was good looking nice flavour everything was nice till my first bite

Then only i came to know about its taste !!!!!  :blindfold

  i saw my friends who fought for it first then after eating it every one reaction change even i could see some funny face

One of them was struggling to eat it !!!!!!!!!!! ah
ah ah ah ah !!!!!!!!
   atlast i struggled to eat it !!!!!   Mission Completed !!!!!!!   :-[   :-[

BY the end of this year, about 1,000 airplanes flying domestic routes will have Wi-Fi service, according to Aircell, the company that has done nearly all of the Wi-Fi installations so far. By the end of next year, 2,000 planes will have the service, Aircell says. That is roughly two-thirds of the mainline domestic fleet, which excludes regional jets.

So Wi-Fi is clearly going to become a new standard, even though there is no compelling evidence that more than a fraction of passengers will pay for the connection. With prices running as much as $12.95 a flight, it is unclear if customers will be receptive to another extra charge.

So how do airlines make this work long-term as a business proposition?

In the initial stage, the goal is just to encourage more business travelers to use Wi-Fi, once they know it's going to be reliably available. Delta Air Lines, which says it will have more than 300 aircraft converted to Aircell's Gogo Wi-Fi service by September, plans to offer discounts.

"This summer we're going to launch a pricing concept where you can buy a monthly membership, with a pricing scheme designed for frequent travelers," said Ranjan Goswami, Delta's director of customer experience.

Mr. Goswami wouldn't say how much a monthly pass would cost. Delta now charges $12.95 for Wi-Fi on flights of more than three hours; $9.95 for flights under three hours and, in a nod to the rapidly growing number of passengers who travel with smartphones enabled for Wi-Fi, $7.95 for hand-held devices on flights of any length.
Bharti Airtel of India and the MTN Group of South Africa announced plans to create the world's third-largest telecommunications company.

The two companies said they had tentatively agreed on a stock and cash swap, the first step toward a full merger.

In the deal, Bharti, the largest mobile phone company in India, with 100 million subscribers, would acquire 49 percent of MTN, which has an equal number of customers in Africa and the Middle East. MTN, in turn, would acquire 36 percent of Bharti Airtel. The two companies would merge completely in the future, they said.

A combined MTN-Bharti Airtel would have $20 billion in annual revenue and 200 million subscribers. It would trail only China Mobile and Vodafone in number of subscribers.

Bharti Airtel's market value is about $34.5 billion, and MTN's is about $26.9 billion.

Sunil Bharti Mittal, the chairman of Bharti Airtel's parent company, Bharti Enterprises, said Monday that the deal would "serve as a shining example" of cooperation between South Asia and South Africa.
In this small town just across the border from Germany, a small group of Dutch scientists and one irrepressible Austrian salesman have dedicated themselves to the task of reinventing one of the great inventions of the 20th century -- Polaroid's instant film.

Digital cameras are ubiquitous, cheap and easy to use -- the reasons Polaroid stopped making the film last year -- so what this group in Enschede is attempting may seem hopelessly retrograde.

But to them, that is exactly the point. They want to recast an outdated production process in an abandoned Polaroid factory for an age that has fallen for digital pictures because they think people still have room in their hearts for retro photography that eschews airbrushing or Photoshop.

"This project is about building a very interesting business to last for at least another decade," said Florian Kaps, the Austrian entrepreneur behind the effort. "It is about the importance of analog aspects in a more and more digital world."

No one said it would be easy. Chemical processes and the chemicals themselves must be reinvented in a factory that, though littered with Polaroid detritus of yore, lacks the necessary materials to restart production. Crucial equipment nearly landed in a Dutch dump. But the group got a break when prosecutors in the United States arrested the private equity investor who owned Polaroid's assets.
Russia, already a large supplier of nuclear-reactor fuel to Europe and Asia, is expected on Tuesday to sign its first purely commercial contract to supply low-enriched uranium to United States utilities.

With the signing, Russia's nuclear-fuel trade with the United States will shift to a commercial footing, similar to Russia's dealings with other consumers of fuel, like France and the Netherlands, both longtime buyers of Russian uranium.

For the United States, the change is a sign that Washington is acquiescing to the idea of a major Russian role not only in the international nuclear power market, but also in the domestic market. Russia's outsize role in supplying uranium to American utilities had previously been justified because the fuel was a byproduct of a program to eliminate nuclear weapons. Now the Russians will be selling nuclear fuel from virgin uranium.

Yet the contract signing, after North Korea's nuclear test on Monday, also underscores a counterintuitive element of American nonproliferation policies.

The policy of buying diluted, or blended-down, Russian weapons-grade uranium yielded a clear nonproliferation benefit. The new mode -- of having the Russians enrich new uranium for United States markets -- is not directly beneficial for nuclear security because it does not remove weapons-grade uranium from stockpiles.

Yet by encouraging the commercial availability of Russian enrichment services, the United States deprives other countries of the rationale to have enrichment programs of their own.
It is not often that luxury hotel owners find themselves locked out of their own properties, but that is what the lawyers for owners say has happened at the Four Seasons Resort Aviara, north of San Diego.

This month, Four Seasons added security, including personnel at checkpoints, to head off owners and their representatives. The owners have accused Four Seasons of mismanagement, tried to fire the company and named a replacement operator -- who so far has not set foot on the property.

The two sides seem to agree on only one thing -- that, as Elizabeth Pizzinato, vice president for brand communications at Four Seasons, put it, "this has really been unprecedented."

But there are almost certainly going to be more such hotel wars. Owners and operators are fighting more often and more intensely as the economic downturn reduces the number of guests and forces down rates while owners struggle to cope with debt payments on their multimillion-dollar properties, say industry analysts.
World stocks fell Tuesday as North Korea test-fired two missiles just a day after its nuclear test, increasing uncertainty among investors already worried that the recent rally in equity markets may be overdone.

European indexes followed Asian markets lower, with trading gaining momentum as Britain and the U.S. come back from a long weekend.

In European morning trading Germany's DAX 30 was 1.6 percent lower at 4,842.35 and Britain's FTSE 100 was down 0.8 percent at 4,329.09. France's CAC 40 fell 1.4 percent at 3,190.40.

In Asia, South Korea's market led the region's losses with a 2 percent decline.

Geopolitical tensions in Asia echoed through financial markets as North Korea, defying international criticism, followed up Monday's test of a nuclear bomb by firing two short-range missiles from its east coast.

The move came after the U.N. Security Council condemned the country's nuclear test as a ''clear violation'' of international bans.

Mitul Kotecha, head of global forex strategy at Calyon, said the news of the missile tests ''reverberated through markets overnight.'' Although its impact has been relatively limited so far, ''reports that North Korea is preparing to launch more missiles over coming days may keep markets nervous,'' he said.

Beyond the geopolitical incident, the market selloff was also due to investors taking a breather from the weeks-long rally which had been fueled by hopes that the worst of the economic recession is past.
State and local governments are asking Washington to give them something that banks are trying to get rid of: federal bailout money.

California is asking that money from the Treasury's TARP, the Troubled Asset Relief Program, be used to help back more than $13 billion in short-term borrowings. Members of Congress and several municipalities want bailout money to be used to cover more than $1 billion in losses from investments by municipalities in debt issued by Lehman Brothers, the investment bank that went bust.

And Representative Barney Frank, chairman of the House Financial Services Committee, is drafting legislation that would have the Federal Reserve, and potentially the Treasury's bailout money as well, stand behind floating-rate municipal bonds -- a $400 billion market that provides short-term financing to municipalities, but which has been largely frozen in the current credit crisis.

Another measure drafted by Mr. Frank, Democrat of Massachusetts, would create a public finance office within the Treasury Department to reinsure $50 billion in municipal bonds. This proposal comes as downgrades of municipal bond insurance companies have made it more difficult and costly for state and local governments to issue bonds.
For Klaus Franz, the top union official at General Motors' Opel unit here, the difference between how the United States and Europe confront the auto industry's global overcapacity problem is simple.

"In the U.S., you get money to close down factories," said Mr. Franz, referring to the tens of thousands of Chrysler and G.M. workers who will lose their jobs as part of the White House's plan to restructure the American auto industry. "In Europe, you get money to keep them open and safeguard jobs."

It is an appealing sound bite worthy of one of the Continent's most powerful and articulate labor leaders -- but the reality may be more complicated.

For even as Europe refuses to emulate the United States and reduce the ranks of its auto workers, its carmakers risk falling behind in the current wave of global consolidation that is transforming the industry. Eventually Europe may be forced to grapple with the fact that it does not need all the auto plants it has to meet demand.

In the last five years, the number of auto workers in Europe has held steady at roughly 2.3 million, even as the American automotive work force dipped from 1.1 million in 2003 to 781,000 by the end of 2008.
The decline of General Motors may be putting thousands of auto workers and managers out of work, but it will be putting a lot of lawyers to work.

How many lawyers will end up working on G.M.'s expected bankruptcy case still is not clear, but in legal circles, the joke is that there may not be enough experienced bankruptcy lawyers available to handle the filing.

In part, that is because so many top lawyers are already running up lots of billable hours working on the Chrysler bankruptcy case, while others have been hired by the government, which is financing the way through bankruptcy for Chrysler and, presumably, G.M.

It is not just lawyers who will be busy handling a G.M. bankruptcy filing, which would be perhaps the biggest and most-watched in legal history. Because of its size and scope, the bankruptcy would be the most complicated that any American company has gone through -- more complex than those of Chrysler and Lehman Brothers, two other notable bankruptcy cases now making their way through the system.
Digital Sky Technologies, a Russian Internet-investment group, has offered to invest $200 million in Facebook, the WSJ is reporting, and which our own sources close to the company have since said is "accurate." However, the company itself has declined to comment.

The offer was for preferred stock and values Facebook at $10 billion. It's not clear whether the deal will go through. While Facebook has consistently said it doesn't need extra cash for now, the $10 billion valuation is a solid one, and so Facebook is likely to take it seriously. While Microsoft was reported to have offered a $15 billion valuation when it invested two years ago, many believe that value was too high.

As part of the deal, DST is also offering to buy between $100 million and $150 million in Facebook common stock (the stock owned by the company's employees) at a $6.5 billion valuation. This is consistent with our own report last week, which said Facebook was raising about $150 million in order to buy stock held by employees who have now worked there for several years and who are eager to cash in on their stock value.
A San Francisco company has just launched, an easy way to stream videos when you tweet.

But it does more than just lets you link to a video when you tweet. It uploads the video in real time, so that it's essentially a live stream.Â

Now, I don't blame you if you're scratching your head about this, because it seems every version imaginable of Tweet-(fill-in-the-blank) has launched in the last few months.

In fact, a cross-town rival company launched another twitter-video service,, just a few days ago, making it the first company to easily integrate video into Twitter. So now, there's a full-on race by these two companies to become the king of video tweeting. I'm told by's Adil Lalani that he has never met the's team, and that both teams had worked away secretly without knowing that the other was bout to launch. When launched on Monday, decided to rush its out yesterday.

The two are similar. They let you tweet video directly from their sites, or from your mobile device. may have the branding edge, with the simpler domain.

But takes its technology a step further: It offers an application programming interface (API), which lets other companies integrate's service into their own offerings. It's also added in technology that allows real-time streaming -- in other words, it followers of your tweets start watching the video immediately after you upload it. That's because it sends the tweet even before you finish uploading the video from your desktop or other device. The follower gets the tweet and starts downloading it right away. We wrote about the Eatlime's patent-pending streaming technology last year. will also offer an easy way to let you resuming uploading if you lose your connection. It resumes uploading from the point of the disconnect (much needed if you're using a standard mobile phone to do your video tweeting; many subscribers are still relying on weak networks such as EDGE, where connections are often lost).

Of course, it's been possible to upload videos for tweeting before and You could upload a video to YouTube, for example, grab the link and then tweet it. But that takes several steps. Just look at the success of Twitpic, which lets you tweet photos, for proof that people prefer the simplicity of having a service that integrates directly into twitter (much easier than uploading a photo to Flickr, and then taking a link).
Aneesh Chopra, President Obama's nominee as the US Government's first ever Chief Technology Officer, was asked very few hard questions in a confirmation hearing yesterday and none of the Senators asked him anything about Open Government. The President's memo calling for there to be a US CTO set a deadline of May 21st (tomorrow) for delivering suggestions regarding Open Government but Chopra told reporters he wouldn't comment on his likely suggestions because he hadn't been confirmed yet.

NextGov reported from the Senate Commerce, Science and Transportation Committee and said that Chopra only briefly alluded to the matter of Open Government in his initial testimony. That's very disappointing.

It's possible that none of the Senators felt qualified to ask questions about Open Government when it comes to technology; it's also possible that they are disinterested or don't truly believe that data transparency is in their best interests.

"No questions for Chopra...about the more contentious aspects of tech policy implementation," writes TechPresident, "Not a question on topics like the electric grid or patent reform or electronic health records -- the last of which was earmarked in the stimulus package for $20 billion in federal spending."
At Where 2.0 today, Yahoo announced a new product in its already impressive lineup of geo technologies: Placemaker. Placemaker is a new open API from Yahoo that helps developers to make their applications and data sets location-aware. Developers can feed Placemaker any kind of structured and unstructured data, including feeds and web pages, and the app will analyze the text and extract location data from it. This, could, for example, allow news organizations to easily tag their content with location data and create hyper-local products based on this data.

We talked to Tyler Bell, the product lead for the Yahoo Geo Technology Group, yesterday, and in the interview, he stressed that Placemaker, which will be open and freely available today, should be considered a 'geo-enrichment tool.' Placemaker can take virtually any type of written content and will try to extract geographic information from this.

Global Coverage, 21 Languages

While this might seem like a simple task at first (just look for references to 'San Francisco' or 'New York City'), Placemaker actually uses very sophisticated analytics to disambiguate which of the 39 Springfields in the U.S. a text actually refers to. To do so, Placemaker, will, for example, also look for colloquial names for bridges or references to streets and local sights in a text. As many texts obviously contain references to more than one place, Placemaker will often return more than one location per text, though it will try to determine the location.
A new web site dedicated to covering the Palm Pre has so much inside information about the as-yet unreleased phone that we think it must somehow be affiliated with Palm. Palm Goon has some very nice tours of different areas of the Pre operation such as the web browser, tasks, memos and a nice "things you might not know about the Pre" post. The site seems to be very slow, no doubt due to the many who are craving detailed information about the Pre. Be sure to give it lots of time to open; it's worth the wait.

Have a look at the information it's sharing and you'll likely see why so many people are getting excited about the Palm Pre. The device definitely looks to be a game-changer in the smartphone arena, something that doesn't happen all that often.

What's that, you say? You're looking for iPhone app recommendations alongside a smattering of the week's Apple news? Read, on my friend, I have just the article for you...

Before I present you with my four recommendations, hand-picked from the freshest apps to launch for the iPhone, it's time to take stock and review this week's Apple news.

As if Monday couldn't get any grimmer, the big news to start the week was all about Microsoft. Specs and other info about its new Zune, apparently code-named "xYz," have been doing the rounds. Perhaps presenting a genuine challenge to the iPhone and iPod touch handheld gaming throne, the device may even play XBox Live Arcade content. Very exciting indeed, considering the breadth and quality of games on offer via Microsoft's online service.

Speaking of which, the big surprise of the week was news that Braid, the top-rated, critically acclaimed Xbox Live Arcade title, has been released on Mac. The game is a side-scrolling platformer, incorporating a host of headache-inducing time-twisting puzzles. Good fun indeed, and a worthy workout for cerebral gamers on the hunt for a challenge.

Coming to the U.S. in the very near future is Spotify, the legal music service that's essentially like having access to the entire iTunes Store for free. The service has already been on offer in Europe since late 2008. Spotify's founder, Daniel Ek, believes it'll be officially available stateside by the start of 2010 at the latest.
Does your web work include video production? A major challenge for videographers is working closely with a client who knows what they want but doesn't understand how to achieve it as they don't know anything about the video production process. Clients also often don't know when or how to give feedback in a way that keeps the project on track and heading in the right direction.

A tool that might help both videographers and their clients work through the video production process is Market7. This online suite of tools lets you upload a video to a private area of the site. Your client can then review the clip and comment on it. Their comments are embedded into the video timeline to match up so you can see the exact sections of the video they are discussing in order to help pinpoint and streamline the feedback process.

As the cut is in-progress, team members from both sides can continue to enter their input on the cut itself. Comments can be sorted, filtered and exported to an editing program such as Final Cut Pro or Adobe Premiere via XML so none of the valuable communication gets lost in translation.
Bravo to NetApp for acquiring Data Domain. For too long, NetApp has been downright timid in the M&A department, all the while being run around in circles by rival EMC. But with this deal, the battle for storage leadership is heating up once again. Not only does it give NetApp access to a winning product line in a growth area of the storage market, but it signals the company might be taking a new approach to its acquisition strategy, one that could make them more competitive with EMC.

Data Domain helped launch the de-duplication industry, a critical segment of the storage market for retaining long-term data. By "de-duplicating" corporate data, particularly those terabytes destined for backup, Data Domain provided compression ratios that made its disk-based product a compelling choice over tape. It also made the integration model simple: Connect to your backup server where you used to have your tape library. Boom. Value delivered.

By helping to launch the de-duplication industry, Data Domain sparked an industry-wide effort to deliver efficiency, prompting every major vendor, including NetApp, to embark on a build, buy or partner strategy. NetApp chose to launch their own de-duplication product a couple of years ago which, as evidenced by this acquisition, was not as successful as the company had hoped. And as the decline in its fiscal fourth-quarter earnings made clear, it wasn't the only area of the company that's been struggling. But NetApp's bold acquisition in the midst of a general business slowdown could finally turn things around.
As Lost nears its end in 2010, many of its mysteries have yet to be solved, like the strange numbers that seem to haunt Hurley and the rest of the castaways. But if you played 2006's The Lost Experience, one of the show's related alternate reality games (ARGs), you would have found a big part of the answer to that mystery years ago.

This discrepancy is due to the mismanagement of the show's ARGs, which has created canonical problems and led people to focus on wrong elements of the main story. But according to ARG experts, the creators of Lost aren't all to blame. Instead, the timing between scripted TV drama and the live, fluid nature of ARGs, as well as apprehension on the part of show creators, often lead to unfulfilled resolutions.

A mismanaged ARG-show relationship can lead followers to derive unrealistic resolution expectations from both. This is most apparent with The Lost Experience, but all three of Lost's ARGs so far can be considered frustrating failures. For example, the TV show uses hundreds of "hypertext" signifiers (like Jacob's reading material) to encourage a deeper, more personal experience for those wishing to explore them. But the numbers are so prevalent on the show they are beyond signifiers, and when Lost explained their backstory through TLE and failed to answer them on the show, canon problems were created.
Mr. Colombo drew the June 1 cover scene, of a late-night gathering around a 42nd Street hot dog stand, entirely with the iPhone application Brushes. Because of the smears and washes of color required by the inexact medium, it comes off as dreamy, not sharp and technological.

"The best feature of it is that it doesn't feel like something that was done digitally; quite the opposite," said Françoise Mouly, the art editor for The New Yorker. "All too often the technology is directed in only one direction, which is to make things more tight, and this, what he did very well, is use this technology for something that is free flowing, and I think that's what makes it so poetic and magical."

Mr. Colombo bought his iPhone in February, and the $4.99 Brushes application soon after, and said the portability and accessibility of the medium appealed to him. He began the scene by beginning with the buildings' structure, then layering on the taxis, neon lights, hot-dog stand and people. (A video of the process is available at beginning on Monday.)
"We're looking at a brick wall five years down the road," Eli Harari, the chief executive of SanDisk, said to me earlier this week.

In 1990, when SanDisk, which he founded, shipped its first generation of flash memory -- the sort that can remember information even after you turn off the power -- each chip stored four million bits of information. Today, the biggest chip SanDisk makes holds 64 billion bits.

In other words, the capacity of flash chips has doubled 14 times in 19 years. That's faster, Mr. Harari boasted, than Moore's Law -- the observation by Gordon Moore, the co-founder of Intel, that the capacity of semiconductors doubles roughly every two years.

Normally, when I've talked to chip executives about the limits of Moore's Law, they are confident, in a vague sort of way, that they will be able to continue to increase the capacity of their chips one way or another.

Mr. Harari was a great deal more precise about the brick wall his company is heading toward: "We are running out of electrons."

"When we started out we had about one million electrons per cell," or locations where information is stored on a chip, he said. "We are now down to a few hundred." This simply can't go on forever, he noted: "We can't get below one."
Did Oracle recently buy Virtual Iron, a maker of virtualization software, for its talent? Perhaps so, because the company certainly hasn't been selling a lot of software, according to financial documents obtained by The Times.

The documents indicate that Virtual Iron had just $3.4 million in revenue last year. That's a big rise over $1.5 million in 2007. But Virtual Iron sure spent a lot of money to get that revenue.

Its sales, marketing, research, development and administrative costs were $17.7 million last year, up from $13.6 million in 2007. So, in 2008, Virtual Iron posted a loss of $15.3 million.

Last January, Virtual Iron raised $20 million, hiking its total funding up to $65 million. Highland Capital Partners, Matrix Partners, Goldman Sachs, Intel Capital and SAP Ventures all funded the company.

Oracle has declined to reveal how much it paid for Virtual Iron, but with the revenue in 2008 sitting so low, it seems pretty clear that the investors lost out on this start-up -- that is, unless Oracle was willing to pay many, many times Virtual Iron's revenue. (The company did report $17 million in cash and equivalents in 2008.)

With the addition of Virtual Iron, Oracle has a crowded stable of virtualization products. Virtual Iron's software will join Oracle's own virtualization software, and soon enough Oracle will inherit even more virtualization software when it completes the purchase of Sun Microsystems.

The funny thing about these various software products is that they're all based on the open source Xen project. So Oracle will own three products with the same guts.
Locked in a constant life-and-death struggle against Intel, Advanced Micro Devices never really gets the chance to savor a calm moment. But its chief executive, Dirk Meyer, says that after some massive internal gyrations, it has reached a point where it can pause, take a deep breath and move on.

"I think we are kind of there," he said. "Things feel very different now than they did a year ago."

Earlier this year, A.M.D. was putting the finishing touches on its grand strategy to split the company in two. The A.M.D. we all know will design chips, while a new creature dubbed GlobalFoundries will manufacture the products. It's an arrangement that helps A.M.D. itself dodge some of the massive costs associated with building chip plants and keeping up with the Joneses -- or rather, Intel.

A.M.D. has also worked to improve its chip designing procedures to avoid some of the embarrassing delays and bugs that stalled its efforts to compete against Intel in recent years. Next month, the company will ship a product code-named Istanbul that may go some way to showing that its revamped structure is a success.

Istanbul will have six processor cores and stand as one of the most advanced server chips on the market. The chip has arrived earlier than expected -- the result of a very clean transition from design to production.

And then there's that antitrust ruling that just arrived from Europe, where regulators hit Intel with a record $1.4 billion fine for abusing its dominant market position against A.M.D.

The company still has an antitrust case proceeding against Intel in the United States. And, well, it has that whole life-and-death thing that's always lurking. Mr. Meyer, however, remains the optimist.
South Carolina Attorney General Henry McMaster has agreed to a temporary restraining order that prevents him from bringing criminal charges against Craigslist executives for facilitating prostitution on its classified advertising site.

Mr. McMaster's acquiescence to the order suggests he does not feel like he has strong legal footing, since under the federal Communications Decency Act, Craigslist bears no legal responsibility for the material users upload to the site.

At the very least, it makes for an unusual sight: a high profile law enforcement official allowing himself to be restrained in bringing a criminal case that he has very visibly trumpeted.
When Vivek Kundra became the federal government's chief information officer, he talked about the value of using standard off-the-shelf computer systems instead of the custom-built ones that government agencies are inclined to buy.

With the new government site, Mr. Kundra is showing off the value of standard data formats as well.

The government, of course, has been publishing information on paper for centuries, and in electronic form for decades. The portal has links to hundreds of Web sites the government runs about all of its agencies and programs.

But is different. It is primarily for machines, not people, at least as a first step. It is a catalog of various sets of data from government agencies.

And the idea is to offer the data in one of several standardized formats, ranging from a simple text file that can be read by a spreadsheet program to the XML format widely used these days for the exchange of information between Web services. Other data is presented in formats that are meant to feed into mapping programs.

The value of this, of course, is that when information is made available this way, then anyone can analyze it or write a program to do so. The Sunlight Foundation is running a contest to find the best applications that use this data.
OpenTable, Silicon Valley's new favorite company, proved this week that there is indeed demand on Wall Street for tech companies.

Its I.P.O. Thursday made a lot of people think of 1999, as its shares, originally set to be priced between $12 and $14, were instead offered at $20, opened at $24.50 and then climbed to a high of $33, a gain of 65 percent. They closed Friday at $28.71.

Were investors just eager to remember a happier time? OpenTable, which runs a restaurant reservation Web site, is the first venture-backed Web company to go public in two years, and only the second venture-backed company this year (the first was SolarWinds on Wednesday.) Compare that to 2007, when 86 went public.

Scott Sweet, a senior managing partner at I.P.O. Boutique, predicted that the shares will eventually take a steep fall. The I.P.O. market "has not and should not see a pricing" like OpenTable's, which reminded him of the dot-com bubble, he said. "People don't truly know the story here about this company. It's a one-trick pony company," he said.
The point of Shila Renee Mullins's brain surgery was to remove a malignant tumor threatening to paralyze her left side.

But Methodist University Hospital in Memphis also saw an opportunity to promote the hospital to prospective patients.

So, a video Webcast of Ms. Mullins's awake craniotomy, in which the patient remains conscious and talking while surgeons prod and cut inside her brain, was promoted with infomercials and newspaper advertisements featuring a photograph of a beautiful model, not Ms. Mullins.

This time, Methodist did not use billboards as it has with other operations, deeming this procedure too sensitive. But its marketing department monitors how many people have watched the Webcast (2,212), seen a preview on YouTube (21,555) and requested appointments (3).

"The goal is to further our reputation as well as to educate the community, who will ask their physicians about our care," said Jill Fazakerly, Methodist's marketing director.

Faced with economic pressures and patients with abundant choices, hospitals are using unconventional, even audacious, ways of connecting directly with the public. Seeking to attract or educate patients, entice donors, gain recognition and recruit or retain top doctors, hospitals are using Twitter from operating rooms, showing surgery on YouTube and having patients blog about their procedures.
In ideal economic models, consumers weigh every purchase against a hypothetical alternative for that money -- the opportunity cost. But a paper forthcoming in The Journal of Consumer Research argues that people generally neglect opportunity cost unless they are prompted to consider it.

In a range of studies, consumers preferred the cheaper option in greater numbers when the price difference was made explicit -- when price difference was specified as residual cash, and when other uses of the money were suggested -- thus generating an opportunity cost in their minds. Consumers classified as frugal are evidently more predisposed than spendthrifts to calculate opportunity costs without cues.

"Sellers of expensive goods should trivialize opportunity costs," whereas marketers of cheap goods should suggest options for leftover cash, said Nathan Novemsky, an associate professor of marketing at the Yale School of Management who is one of the paper's authors.
The Watergate break-in eventually forced a presidential resignation and turned two Washington Post reporters into pop-culture heroes. But almost 37 years after the break-in, two former New York Times journalists have stepped forward to say that The Times had the scandal nearly in its grasp before The Post did -- and let it slip.

Robert M. Smith, a former Times reporter, says that two months after the burglary, over lunch at a Washington restaurant, the acting director of the Federal Bureau of Investigation, L. Patrick Gray, disclosed explosive aspects of the case, including the culpability of the former attorney general, John Mitchell, and hinted at White House involvement.

Mr. Smith rushed back to The Times's bureau in Washington to repeat the story to Robert H. Phelps, an editor there, who took notes and tape-recorded the conversation, according to both men. But then Mr. Smith had to hand off the story -- he had quit The Times and was leaving town the next day to attend Yale Law School.

Mr. Smith kept the events to himself for more than three decades, but decided to go public after learning that Mr. Phelps planned to include it in his memoir.

In the days after that 1972 lunch, the Times bureau was consumed by the Republican convention, and then Mr. Phelps left on a monthlong trip to Alaska.
 India's Bharti Airtel and South Africa's MTN Group dusted off plans Monday to create the world's third-largest telecommunications company, an entity that would have $20 billion in annual revenue and 200 million subscribers.

The two companies said they had tentatively agreed on a stock and cash swap that was the first step to a full-fledged merger.

In the deal, Bharti, India's largest mobile phone company with 100 million subscribers, would acquire 49 percent of MTN, which has an equal number of customers in Africa and the Middle East. MTN, in turn, would acquire 36 percent of Bharti Airtel. The two companies would merge completely in the future, they said.

A combined MTN-Bharti Airtel would lag only China Mobile and Vodafone in number of subscribers. C

Sunil Bharti Mittal, the chairman of Bharti Airtel's parent company, Bharti Enterprises, said Monday the deal would "serve as a shining example" of cooperation between South Asia and South Africa.

Phuthuma Nhleko, MTN's chief executive, said his company was "excited at the prospect of teaming up with Bharti," which he called "one of the most strongly capitalized players amongst its emerging market peer group." The deal would "create a highly visible commercial partnership between South Africa and India," Mr. Nhleko said.
Stocks and the euro fell Monday in Europe after a report from Germany showed a gloomy environment for manufacturers. Asian shares held up well despite the shock of a North Korean nuclear test.

European markets faltered after the Ifo research institute at the University of Munich said its German business climate index rose to 84.2 from 83.7 in April, below the consensus reading of 85 that economists polled by Bloomberg and Reuters had expected. In the Ifo survey, firms are asked to give their assessments of the current business situation and their expectations for the next six months.

"Although the firms have again assessed their current business situation more unfavorably than in the previous month, they have given clearly fewer poor assessments of their six-month business outlook," Hans-Werner Sinn, president of Ifo, said in a statement. "This points to a gradual stabilization of economic output at a low level."

While the index fell short of expectations, it was the second month of improvement. Mr. Sinn acknowledged a decline in the current state of the manufacturing and construction sectors, but said the wholesaling and retailing climate had improved.
 The economies of the developed world turned in their worst quarterly showing ever in the first three months of 2009, the Organization for Economic Cooperation and Development said Monday.

The combined gross domestic products of the 30 countries in the organization fell by 2.1 percent in the January-March period from the previous quarter. If that preliminary estimate holds, it would be the largest drop since 1960, when records were first kept. The G.D.P. of member countries fell 2 percent in the last quarter of 2008.

Of the seven largest O.E.C.D. economies (the United States, Japan, Germany, Britain, France, Italy and Canada), only in France -- where the economy shrank 1.2 percent -- did the rate of contraction ease in the first quarter, the group estimated. Official Canadian data are not yet available.

Compared with the first three months of 2008, the O.E.C.D. economies -- which accounted for 71 percent of world G.D.P. in 2007, according to the World Bank -- shrank 4.2 in the first quarter. The United States contributed 0.9 percentage point of that decline, while Japan contributed 1 point, the 13 largest euro area countries 1.3 points, and the remaining member countries 1 point.
In a show last Tuesday night at the Town Hall theater in Manhattan, as NBC trotted out its full roster of comedy talent, the pressure should have been on Jimmy Fallon, who is, in every respect, the new guy for the network.

The lineup included NBC's two late-night stars who are about to undergo career-changing shifts, Conan O'Brien to "The Tonight Show" and Jay Leno to prime time, as well as Seth Meyers and Amy Poehler doing a special "Weekend Update" segment from "Saturday Night Live" -- and a surprise appearance by Jerry Seinfeld.

During Mr. Fallon's turn he called to the stage Jeff Zucker, the chief executive of NBC Universal, for a mocking evisceration. He was rewarded with big laughs.

That is pretty much how it has gone so far for Mr. Fallon, who just three months into his new role as host of NBC's "Late Night" has seemingly got the middle-of-the-night comedy job figured out -- at least for now.

The ratings for Mr. Fallon have been pretty much all good. He has won every night he has been on in the only audience category NBC cares about, viewers 18 to 49.

"It's great, exciting; it's really been satisfying," Mr. Fallon said of his 11-week foray into the world of monologues, desk comedy and celebrity interviews. "Oprah's following me on Twitter."
Memorial Day used to be a celebratory event for the music industry. It wasn't just the start the summer concert season and its attendant record sales, but also the weekend when FM radio stations coast-to-coast would play their top 500 countdowns, promoting the biggest hits from the Warner, Universal, Sony and EMI back catalogs.

Nowadays, not only have the countdowns, with their predictable "Stairway to Heaven" and "Free Bird" finishes, diminished. So too have the economics of FM radio and the music industry.

Sales of CDs are at half their levels at the start of the millennium. Yet as the few remaining Memorial Day countdowns reach their climax this year, some surprisingly dulcet tunes are emerging from one quarter of the industry.

Since the start of the year, shares of the Warner Music Group, the only publicly traded pure play on the recorded music business, have doubled, including a 23 percent gain just last week. Investors may be right in betting that the industry's worst days are behind it, and that Warner is best positioned to capitalize, potentially by acquiring EMI.

The most bullish signal is Warner's ability to refinance itself. Last week the group led by Edgar Bronfman Jr. decided to try to sell $500 million of new bonds to replace some of its existing debt and extend the overall maturity of its liabilities.
The American Civil Liberties Union may not often see eye to eye with the American Center for Democracy, a research group with neoconservative credentials. But the two organizations are united on at least one thing: their distaste for British libel laws, which they say are being exploited to suppress free speech in Britain and beyond.

British courts have always been friendlier to libel claimants than their American counterparts. Until recently that did not matter much to American authors or publishers. But now the Internet makes anything published in the United States almost immediately available in Britain, too.

Some free-speech advocates in the United States say that so-called libel tourists -- people with little connection to Britain -- are using the global-distribution argument to justify suing for libel there.
Intel has worked hard and spent a lot of money over the years to shape its image: It is the company that celebrates its quest to make computer chips ever smaller, faster and cheaper with a quick five-note jingle at the end of its commercials.

But as Intel tries to expand beyond the personal computer chip business, it is changing in subtle ways. For the first time, its long unheralded software developers, more than 3,000 of them, have stolen some of the spotlight from its hardware engineers. These programmers find themselves at the center of Intel's forays into areas like mobile phones and video games.

The most attention-grabbing element of Intel's software push is a version of the open-source Linux operating system called Moblin. It represents a direct assault on the Windows franchise of Microsoft, Intel's longtime partner.

"This is a very determined, risky effort on Intel's part," said Mark Shuttleworth, the chief executive of Canonical, which makes another version of Linux called Ubuntu.

The Moblin software resembles Windows or Apple's Mac OS X to a degree, handling the basic functions of running a computer. But it has a few twists as well that Intel says make it better suited for small mobile devices.

For example, Moblin fires up and reaches the Internet in about seven seconds, then displays a novel type of start-up screen. People will find their appointments listed on one side of the screen, along with their favorite programs. But the bulk of the screen is taken up by cartoonish icons that show things like social networking updates from friends, photos and recently used documents.
For anyone with a crazy idea for a Web business, the way to make it pay was once obvious: get a lot of visitors and sell ads. Since 2004, venture investors have put $5.1 billion into 828 Web start-up companies, and most of them are supported by ads, according to the National Venture Capital Association.

Now advertisers have cut back their online spending. So Web start-ups are searching for new ways to make money, like selling real, or virtual, goods or asking customers to buy subscriptions.

And venture capitalists who envision a sale of the company in the public markets are encouraging these efforts. Roger Lee, a partner at Battery Ventures who invests in digital media start-ups, said he considers only companies with one or two revenue streams in addition to advertising.

"Current troubles in the advertising economy are forcing people, out of necessity, to ask really hard questions about how do I build a profitable business," he said.

The latest example they can point to is OpenTable, a restaurant reservation site that makes money selling its software to restaurants and charging them $1 for each diner seated. Last week it became the first venture-backed Web company to go public in two years.
Susan Boyle, the frumpy Scotswoman who became a worldwide singing sensation last month, may wind up as the winner this week of "Britain's Got Talent," the hit ITV show.

After a six-week absence, she returned on Sunday night to sing "Memory" from the musical "Cats," wowing the crowd and advancing to Saturday's finale. The producers immediately posted her performance on the Internet for the rest of the world to see.

She has already won a popularity contest on YouTube, where videos of her performances in April have been viewed an astounding 220 million times.

But until now, her runaway Web success has made little money for the program's producers or distributors.

FremantleMedia Enterprises, a production company that owns the international digital rights to the talent show, hastily uploaded video clips to YouTube in the wake of Ms. Boyle's debut, but the clips do not appear to be generating any advertising revenue for the company. The most popular videos of Ms. Boyle were not the official versions but rather copies of the TV show posted by individual users.

The case reflects the inability of big media companies to maximize profit from supersize Internet audiences that seem to come from nowhere. In essence, the complexities of TV production are curbing the Web possibilities. "Britain's Got Talent" is produced jointly by three companies and distributed in Britain by a fourth, ITV, making it difficult to ascertain which of the companies can claim a video as its own.

Before the current season of the talent show started on April 11, the parties tried to cut a distribution deal with YouTube, but they could not agree on terms, according to two people with knowledge of the talks. The people asked for anonymity before they would discuss confidential negotiations.

YouTube, a unit of Google, has been keen to make money from its hulking library of online video by signing contracts with copyright owners and sharing the revenue from ads it sells before, during, after and alongside the videos. Major media companies have shown varying degrees of interest in these deals, in part because they are reticent to split much money with Google.
On her Fox News prime-time show, she covers murder trials one minute and bailout money the next. On her popular blog, she posts almost hourly on most days and chats with viewers via Skype.

She responds to seemingly every perceived blemish -- and lately there have been plenty. Her critics have questioned her husband's advising of Gov. Sarah Palin of Alaska and portrayed Ms. Van Susteren as a spokeswoman of sorts for the governor and the governor's husband, Todd.

She also responds to positive coverage, including an article in U.S. News & World Report this month that hailed her for quick thinking when a fellow passenger on a train had a severe allergic reaction. It said that Ms. Van Susteren provided Benadryl when Ana Marie Cox, a prominent blogger, fell ill on a train from New York to Washington in April.

All the while, Ms. Van Susteren's ratings remain the envy of many a cable news host -- but the numbers are considerably lower than those of Fox's opinion shows, and they have prompted speculation (dismissed by the network) that she might be moved from the competitive 10 p.m. time slot.
As job losses rise, growing numbers of American homeowners with once solid credit are falling behind on their mortgages, amplifying a wave of foreclosures.

In the latest phase of the nation's real estate disaster, the locus of trouble has shifted from subprime loans -- those extended to home buyers with troubled credit -- to the far more numerous prime loans issued to those with decent financial histories.

With many economists anticipating that the unemployment rate will rise into the double digits from its current 8.9 percent, foreclosures are expected to accelerate. That could exacerbate bank losses, adding pressure to the financial system and the broader economy.

"We're about to have a big problem," said Morris A. Davis, a real estate expert at the University of Wisconsin. "Foreclosures were bad last year? It's going to get worse."

Economists refer to the current surge of foreclosures as the third wave, distinct from the initial spike when speculators gave up property because of plunging real estate prices, and the secondary shock, when borrowers' introductory interest rates expired and were reset higher.
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The board of the Hartmarx Corporation is expected on Thursday to choose Emerisque, a private investment firm in London, as the buyer it prefers to bring the company out of bankruptcy, officials involved in the bankruptcy negotiations said on Wednesday.

The officials said that Emerisque planned to keep Hartmarx in operation and was offering 80 cents on the dollar for more than $100 million that Hartmarx owes its main creditor, Wells Fargo. Last week, Hartmarx said there were no credible offers.

Hartmarx is known for its Hart Schaffner and Marx and Hickey Freeman brands of men's suits.

Emerisque has repeatedly declined comment about its bid.

Wells Fargo has the right to object to the Hartmarx board's choice of buyer. On Wednesday, union leaders held a news conference outside the company's factory in Des Plaines, Ill., to urge Wells Fargo not to press Hartmarx to choose a buyer that would liquidate the company, causing the loss of 3,600 jobs.
The Securities and Exchange Commission proposed rules on Wednesday that would make it possible for a company's shareholders to elect a limited number of independent directors, commission officials said.

If adopted by the commission, the proposal would open the door to the most significant change in decades to the role of investors in governing publicly traded companies.

It would permit large shareholders -- typically institutional investors -- or alliances of shareholders to nominate as many as a quarter of the directors. For the largest public companies, nomination of a dissident slate would require approval by 1 percent of the shareholders. For other companies, it would be 3 or 5 percent, based on the size of the business.

The commission voted 3 to 2 to put the proposal out for comment, with the two Republican members dissenting.

Backers said the proposal was a response to the market crisis, which they linked in part to lax supervision of executives by boards over issues including executive pay and risk management.
 Deere & Company, the world's largest maker of agricultural machinery, reported sharply lower quarterly earnings Wednesday as lower crop prices and concerns about the global recession weighed on demand for equipment.

The company also cut its forecast for full-year earnings again.

The main reason for the 38 percent decline in second-quarter profit, Deere said, was a decline in demand, particularly outside the United States and Canada.
IF the different ways to watch television could be likened to a TV dinner, the TV set is still the Salisbury steak or fried chicken main course. (Or perhaps the turkey.) But the vegetables, mashed potatoes and desserts -- that is, watching TV online or on mobile devices, and discussing TV shows with friends in social media like Facebook and Twitter -- are becoming bigger parts of the meal.

That new approach to how people consume TV -- and how advertisers buy commercial time on programs -- has been a major subject of discussion during the upfront week in New York. The event derives its name from the efforts by TV executives to sell commercials before the start of the new season.

One broadcast network, CW, is devoting its promotional campaign for the 2009-10 season to the changing nature of TV viewership. The campaign will carry the theme "TV to talk about," a line that will change from ad to ad to include iterations like "TV to text about," "blog about," "chat about" and even "tweet about."
THE historic lure of most municipal bonds has been their tax-free returns. But the recession and the rash of corporate troubles have widened their appeal to investors wary of the stock market who want to settle for a steady if unspectacular return.

Municipal bonds are still the terrain of high earners, who like their safety and higher tax-adjusted return than Treasury bonds. But increasingly average retail investors have been buying them to fill out their bond allocations. "Our average account has increased their asset allocation in fixed income to 52 percent and most of that is in munis," said Robert Everett, director of fixed income at the Boston Private Bank and Trust Company. He said that was an increase of 15 percentage points from last year.

Even though the major stock markets have risen in the last month, uncertainty about the rally abounds. Suddenly, the return on a municipal bond of 6 to 7 percent, including the tax exemption, seems great.
Retailers are using all sorts of tactics to drum up business in this economy, but the simple act of selling food seems to be the best strategy of all.

For months, retailing professionals have said necessities like groceries and household sundries are the only items on many consumers' shopping lists. Now, first-quarter earnings are proving that true.

BJ's Wholesale Club, the big-box discount chain, made a profit of $24.3 million, or 45 cents a share, for the three months that ended May 2, up from $17.2 million, or 29 cents a share, a year earlier. Sales at stores open at least a year rose 7.5 percent, not including fuel sales, which significantly hurt the results.
New software from I.B.M. can suck up huge volumes of data from many sources and quickly identify correlations within it. The company says it expects the software to be useful in analyzing finance, health care and even space weather.

Bo Thidé, a scientist at the Swedish Institute of Space Physics, has been testing an early version of the software as he studies the ways in which things like gas clouds and particles cast off by the sun can disrupt communications networks on Earth. The new software, which I.B.M. calls stream processing, makes it possible for Mr. Thidé and his team of researchers to gather and analyze vast amounts of information at a record pace.

"For us, there is no chance in the world that you can think about storing data and analyzing it tomorrow," Mr. Thidé said. "There is no tomorrow. We need a smart system that can give you hints about what is happening out there right now."
 ISRAEL has long been successful in combining government and private money to promote small-business innovation. Now, it wants to build larger companies to compete better in a global economy.

Some of the country's business leaders will take that message to the Israel Conference on June 4 in Los Angeles. "We have to enhance the Israel brand by creating big, long-term companies," said Eran Wagner, president of North American operations for cVidya Networks, an Israeli company that helps telecommunications companies improve their efficiency. "And not be seen as just a bunch of people with great ideas."

He cited three global Israeli companies as examples of what smaller companies were aspiring to: Teva Pharmaceuticals; Check Point Software Technologies, a provider of Internet security options; and Amdocs, which offers software and services to improve customer experience.
The iPhone is clearly making some inroads in the business world, and RoamBi, which launched today, is one of the many new companies that is trying to win over some of these business customers. RoamBi's mission is to make spreadsheets readable and browsable on the iPhone (iTunes link), and its designers have done a great job at turning dry and unreadable spreadsheets into highly useful interactive mini-apps. These 'apps' allow users to visualize their data on the small iPhone screen, where they would otherwise be squinting at columns full of unreadable numbers.

RoamBi, which has quite an impressive team of executives behind it, has two major components, both of which are currently available for free: the iPhone app, which allows you to view your data, and an online app on the RoamBi site, the RoamBi Publisher, which allows users to import data and format it for viewing on the phone. In addition, RoamBi also hosts its own software for managing the interaction between the iPhone app and the web app on Amazon's cloud computing platform.
Is Google interested in searching the Real Time Web? Are they at all threatened by Twitter? Are Google spiders already so fast that this emergence of Real Time is old news to them? Further fodder for pondering these types of questions was offered by Google co-founder Larry Page today at the Google Zeitgeist conference in Hertfordshire, UK.

Page says that Twitter has demonstrated that real time search is essential. Loic Le Meur, founder of microblogging service Seesmic and European tech conference Le Web (where this year's topic is the real time web), asked Page today what he thought about Twitter. Page's response was interesting.

"I have always thought we needed to index the web every second to allow real time search," Le Meur quotes Page as saying. "At first, my team laughed and did not believe me. With Twitter, now they know they have to do it. Not everybody needs sub-second indexing but people are getting pretty excited about realtime."
Version 3.0 of the iPhone operating system is in beta testing among developers and if all the actual and rumored changes come to fruition, the iPhone user experience is likely to be very different soon.

In this post we'll take a brief look at three of the biggest changes being talked about: push notifications, background apps and bundled software. Some of these changes are much more likely than others. We've also got a few fantasies about what we wish was coming soon to the iPhone.

Push Notification System

Know how your iPhone displays SMS messages whether you're using the phone or not? Any application you download to your phone will soon be able to display messages like that. This will make the iPhone a much more interactive machine, all throughout the day. Imagine to-do apps sending you push notices when a deadline nears, or location aware social networks when you approach a relevant location or even Twitter when you get a reply or direct message. Users can do some of these things by integrating SMS with other applications now, but it's complicated, costly and unrealistic. Native push notifications could make the iPhone as addictive as the Blackberry - but with a much more compelling interface.

Status: Pretty definite, in testing now. Engadget covered this yesterday with a gallery of screenshots.
Surfing sure sounds like more fun than work, but when you catch a technology or market wave just right, it seems almost as good.

But you need the right-sized wave:

    * A tsunami is only for the really bold and well-funded entrepreneur! These are the really, really, really big waves that take decades to roll out. Think Internet, alternative energy, and personalized medicine. If you catch it too early, you'll probably get washed up by the waves that follow. If you catch it too late, you'll be one of about 10 million wannabes. One or two people catch it early and surf it all the way to the end: think Bill Gates with the PC tsunami and Jeff Bezos with the Internet tsunami. But they are the exceptions that prove the rule.
    * A wave is ideal. Waves appear within tsunamis. Within the Internet tsunami, think social networking, SaaS, blogging, online video, paid search, and so on and so on.
    * A ripple is hyped as a wave but peters out before it becomes one.

Distinguishing the early stage of a wave from that of a ripple is very hard. There is no magic formula to doing this right. If it were easy, then everybody would get it right and there would be no opportunity.
While there are many live collaboration tools out there, I haven't seen any that are quite as simple as Show Document. It's a free Flash-based web app that provides a robust, no-hassle way to get near-instant feedback or collaboration on a document, with no signup or downloads required. Show Document should be very useful for those times when you're in the middle of a phone meeting with someone and need to quickly show them a document and get some feedback.

Getting started is simple -- you don't even need to sign up to get going. Just point your browser to the Show Document home page, select "Shared Document" mode, and upload your document. (Show Document supports a large number of formats: PDF , Word, Powerpoint, Excel, OpenOffice, GIF, JPG, and more.) You'll be given a URL to give to anyone else with whom you want to share the document or, alternatively, you can enter their email address and Show Document will send them a link.

You're then taken to a full-screen Flash window containing your document, a chat widget, and some annotation tools. You and anyone else you have shared the document with can make annotations that instantly appear on everyone's screens.
App Quick Stats

Face Fun


iTunes Link

If we were to liken the iPhone to a Greek hero -- all muscle-bound and chiseled man-face -- it would surely be Achilles, the guy with the wonky heel.

The iPhone is our modern-day electronic hero, savior of our interconnected lives. Yet it is a hero with one tiny flaw, a weakness that even its fondest admirers are prone to point out: This wonder-device features an awful camera.

Face Fun aims to put your iPhone's questionable camera to good use, using face-recognition technology to place your face in a variety of amusing situations.

Funny Looking

Upon launch, the app immediately dishes up two options: Select a photo from the iPhone photo album, or take a new photo using the camera. There's no tutorial, no funny splash screen or amusing introductory animation -- just two options to choose from, with no indication of what might happen next.

As such, even before Face Fun has properly started, it feels half-finished. There's no attempt to build a fun, playful environment and no effort to explain exactly what's going on.

Once a photo has been loaded, clicking the Detect Face Button starts the magic happening. The app "automagically" detects all the faces in the image you've selected. Given such a shaky start, it's surprising to find that the face recognition really works -- never failing to detect faces, despite weird expressions and odd angles.

With the automagical detection done, you're then able to select one of the faces out of a thumbnail lineup. The face you chose is then superimposed -- as if by tiny Photoshop imps inside your iPhone -- onto a larger scene.

Funny Ha Ha or Funny Weird

The app presents a selection of 19 varied scenes to choose from, almost all of which are dismal attempts at kooky humor. You can choose from scenes such as the laugh-a-minute "your face on a TV screen while a cat watches," or the downright giggle-fest that is "your face projected on the screen at a business conference."

I really do have a sense of humor. I pride myself on taking regular rides in the ROFLcopter; Face Fun though, isn't much fun and the humorous situations on offer fail to amuse.

Within this disappointing mess of humorless instances are a couple of acceptable attempts -- my favorite being creating a jigsaw puzzle out of the face, an imaginative and well-realized scene. It's worth noting, though, that the jigsaw puzzle isn't playable; it's just a static image.
There are a few ways to tell who's truly old-school in this industry. Were you a Ze Frank fanboy? Did you watch lonelygirl15 before it was revealed as fiction? But the big one is this -- have you seen Sam Has 7 Friends?

The web series created by production company Big Fantastic pioneered the concept of short-form drama in the fall of 2006, releasing a new 90-second episode daily from September to December, when, as teased from the show's very beginning, struggling actress Samantha was murdered by one of her friends. Heralded as one of the first viral drama successes online, the series created a brand-new career for Big Fantastic founders Doug Cheney, Chris Hampel, Chris McCaleb and Ryan Wise, who have since gone on to create the MySpace-distributed Prom Queen and its followups, Robin Cook's Foreign Body and TheWB's Sorority Forever.

But if their new fans wanted to check out the show that started it all, they were sadly SOL. Why? Well, in the spring of 2007, Big Fantastic's success attracted the attention of Michael Eisner at Vuguru. When Eisner agreed to finance Prom Queen, as part of that deal, Vuguru acquired the rights to Sam Has 7 Friends. And then it took the show offline -- indefinitely.
We are starting to experience the "problem of plenty" on the web, which is making it difficult to find information. It's a problem being driven in large part by the availability of the vast number of tools that make publishing to the web a breeze.

At the same time, we are woefully lagging when it comes to creating tools that ease the consumption of content. For precisely those reasons, I believe that the web has to become more dynamic, more intelligent and will need a degree of serendipity. And that will give us the ability to find the content we like and want to consume without making much of an effort.

Location-aware services are perhaps the best way to provide that context. For the longest time, we have associated such location-services with automobile navigation devices and mobile phones. But recent efforts, most notably those of Yahoo, have brought location into the realm of the wired web. Here are some recent announcements that point to the emergence of a location-aware web.

    * Earlier this year, Google announced that its location service will be part of the Mozilla Firefox 3.5 browser.
    * Nokia today announced an Ovi Maps Player API, a simple way to embed Ovi Maps into any compatible web site using basic JavaScript. These web sites can then be synchronized with people's mobile phones.
    * In addition to FireEagle, Yahoo announced the availability of Placemaker, a way to geo-enrich any web content.
Insufficient bandwidth has the potential to limit the cloud because it can take a long time to send large files over thin pipes. Amazon Web Services now addresses this problem with a new data delivery service called AWS Import/Export, which uses the postal system rather than the Internet to deliver data. Yes, it means customers now have the option to send their data to Amazon's cloud via the mail.

Werner Vogels, Amazon's CTO, explains in a blog posting that it would take up to 13 days to sling a terabyte of data across a 10 Mbps network, which is pretty darn slow. So Amazon is offering customers the chance to store their data on an external device, ship it via post, and Amazon will load it into S3. I outlined this problem of needing fat pipes to transfer our increasing loads of data back in April, but was hoping that instead of using FedEx, we'd have faster networks. Interestingly, Vogels doesn't think our networks will keep up with our data generation -- a feeling common also in the supercomputing and cloud storage world.
Like those Clint Eastwood movies in which Dirty Harry is pushed to his limit and finally lashes out, Craigslist sued South Carolina's attorney general, Henry McMaster, in federal court on Wednesday. The classified-ad site is asking the court to rule that the attorney general has no right to threaten executives of the company with criminal prosecution for aiding prostitution in the state.

Mr. McMaster had demanded that Craigslist remove local portions of its site that enabled "the solicitation of prostitution and the dissemination and posting of graphic pornographic material." Even though Craigslist made adjustments to the sex-related section of its site last week, after discussion with other state attorneys general, Mr. McMaster found those changes inadequate. By the end of last week, his office said it had "no alternative but to move forward with criminal investigation and potential prosecution."

Craigslist, and most legal experts, believe the company is protected under the "safe harbor" provisions of the Communication Decency Act, which says that Internet companies are not responsible for the online activities of their users. In an interview last week, Mr. McMaster seemed to say that there were gaps in the law and that he planned to question whether federal law should pre-empt state law on the issue.
After writing about how Napster renegotiated its deals with record labels to offer its music subscription service at a lower price, I called RealNetworks, which offers the Rhapsody service, to see if its executives were excited about cutting similar deals that would allow it to offer its own $5-a-month music service. For years, after all, people trying to popularize music subscriptions -- which allow you to listen to anything you want for a monthly fee -- have been telling me the concept is great but the price the record labels want is too high.

But Mike Lunsford, Real's executive vice president, was anything but excited. Sure, more people will want a service that costs $5 a month than one that costs $13 a month. (Indeed, the new $5 offer is better because it also includes five MP3 tracks to keep each month.)

But even a great value doesn't mean the service will sell itself. Like any business that sells subscriptions, from Sports Illustrated to Netflix, Rhapsody needs to advertise to attract new customers. Paying for that marketing and the other costs of operating the service is harder with fewer dollars moving through the company.
It all makes perfect sense. A company called SolarWinds, which has nothing to do with solar or wind, has gone public during a recession using the promise of its super-sexy, er, network management software to appeal to investors.

O.K., SolarWinds doesn't have the most conventional initial public offering tale. But its shares did close above the offering price in their first day of trading Wednesday, and that alone is an accomplishment in this era when the idea of a public offering has started to seem more self-defeating than enriching.

As mentioned, SolarWinds, based in Austin, Tex., sells technology that companies use to improve the operation of their networks. It has a variety of software products that can, say, analyze the speed of data or voice traffic flowing across a network, and make sure networking systems stay up and running.
What would you do with a $40 Linux computer the size of a three-prong plug adapter?

Marvell Technology Group is counting on an army of computer engineers and hackers to answer that question. It has created a "plug computer." It's a tiny plastic box that you plug into an electric outlet. There's no display. But there is an Ethernet jack to connect to a home network and a USB socket for attaching a hard drive, camera or other device. Inside is a 1.2 gigahertz Marvell chip, called an application processor, running a version of the Linux operating system.

All this can be yours for $99 today and probably for under $40 in two years.

"There's not much in there," said Sehat Sutardja, Marvell's chief executive and co-founder, just a few chips and the sort of power supply used to charge a cellphone battery. Because this computer uses chips designed for cellphones, it uses far less power than chips designed for regular computers.
After a nine-month drought in public offerings, venture capitalists have an embarrassment of riches this week. OpenTable, the online restaurant reservation service, is expected to go public Thursday, a day after the debut of SolarWinds, a software company.

OpenTable originally planned to price its shares between $12 and $14. But on Tuesday, because of strong investor demand, it raised the range to $16 to $18, and on Wednesday priced the shares at $20.

The public offering, underwritten by Merrill Lynch, will be small. OpenTable plans to sell only 3 million shares, which would reap $60 million. The size provides hope to other small tech companies in the I.P.O. pipeline. Investors have not had much of an appetite for such companies, which are often less than a decade old with less than $100 million in revenue. In 2008, OpenTable lost $1 million on $56 million in revenue. OpenTable could loosen up buyers, said Linda Killian, a principal at Renaissance Capital.

OpenTable, which was founded in 1998, sells software to restaurants to manage their reservations and operates a Web site for diners to search availability and book tables. It has recently added user reviews and a mobile application to compete with review sites like Yelp. Unlike many Web companies, it does not rely on advertising for revenue. Instead, it charges restaurants a monthly subscription fee for the software and $1 per diner seated.
The Xerox Corporation, the printer and copier maker, said Thursday that its chief executive Anne M. Mulcahy will retire July 1.

The company's president, Ursula Burns, will take over as chief executive.

Ms. Mulcahy, 56, is credited with leading the company out of a deep financial slump earlier in the decade. She was appointed in 2001 after the company fired G. Richard Thoman.

"As C.E.O., Anne successfully led a multibillion-dollar turnaround of Xerox and transformed the business into an innovative digital technology and services enterprise," N.J. Nicholas Jr., the company's lead independent director, said in a statement.

Ms. Mulcahy will continue to chair the Xerox board.
"Nobody" has home phone lines anymore. "Nobody" reads printed newspapers. "Nobody" wants books on paper.

Is anybody else getting tired of all the "analog is dead" proclamations by 28-year-old new-media hotshots?

Sorry, hotshots, but several hundred million nobodies still have home phone lines, subscribe to printed papers and read printed and bound books. Their popularity may be trending downward, but it's far from zero.

So it's reassuring to find out that a few engineers are still advancing the state of the art in a technology that the 28-year-olds have given up for dead: the home phone. In the last couple of months, two electronics giants -- Panasonic and Verizon -- have tried to drag the thing into 2009.

The name of Panasonic's latest cordless phone, the KX-TG7432, may not come trippingly off the tongue; in fact, you pretty much have to look it up every time you want to refer to it.
In a move that could blunt some of the criticism of Google for its settlement of a lawsuit over its book-scanning project, the company signed an agreement with the University of Michigan that would give some libraries a degree of oversight over the prices Google could charge for its vast digital library.

Google has faced an onslaught of opposition over the far-reaching settlement with authors and publishers. Complaints include the exclusive rights the agreement gives Google to publish online and to profit from millions of so-called orphan books, out-of-print books that are protected by copyright but whose rights holders cannot be found.

The Justice Department has also begun an inquiry into whether the settlement, which is subject to approval by a court, would violate antitrust laws.

Google used the opportunity of the University of Michigan agreement to rebut some criticism.

"I think that it's pretty short- sighted and contradictory," said Sergey Brin, a Google co-founder and its president of technology. Mr. Brin said the settlement would allow Google to offer widespread access to millions of books that are largely hidden in the stacks of university libraries.

"We are increasing choices," Mr. Brin said. "There was no option prior to this to get these sorts of books online."

Under Google's plan for the collection, public libraries will get free access to the full texts for their patrons at one computer, and universities will be able to buy subscriptions to make the service generally available, with rates based on their student enrollment.

The new agreement, which Google hopes other libraries will endorse, lets the University of Michigan object if it thinks the prices Google charges libraries for access to its digital collection are too high, a major concern of some librarians. Any pricing dispute would be resolved through arbitration.

Only the institutions that lend books to Google for scanning -- now 21 libraries in the United States -- would be allowed to object to pricing.

The new agreement also gives the university, and any library that signs a similar agreement, a discount on its subscription proportional to the number of books it contributes to Google's mass digitization project. Since Michigan is lending a large number of books, it will receive Google's service free for 25 years.

"This agreement gives us a number of things in the context of the settlement that are valuable to us and we think are valuable to other libraries," said Paul Courant, dean of libraries at the University of Michigan.

The American Library Association, which has asked the court to oversee aspects of the settlement, said the new agreement is a step in the right direction but is insufficient to ensure that Google does not set artificially high prices for its digital collection.

"Any library must have the ability to request that the judge review the pricing should a dispute arise," said Corey Williams, associate director at the association's Washington office.

Since libraries that contribute books will receive discounts, they may have fewer incentives to complain about prices.

The new agreement does not address other criticism, including the complaints over orphan works and worries that the agreement does not protect the privacy of readers of Google's digital library.
 "Medium," which has been successful, if not quite a hit show, on NBC for the last five seasons, got less love from that network than it expected when its contract came up for renewal. CBS, the network that owns the studio that produces "Medium," stepped in, first to defend the show from what CBS executives considered some disrespect by NBC, and then to appropriate the show itself.

The conflict over "Medium" was emblematic of what transpired at every network this week, when money and ownership were major factors in scheduling decisions. CBS had no trouble committing to ordering a full season of "Medium," which NBC had resisted, because as owner of the show it will benefit financially from the future sale of the episodes of the show produced for the coming season.

That surely factored into the decision by ABC to again renew the now low-rated comedy "Scrubs" (which NBC walked away from last year) because ABC's studio produces it and will reap the benefits from sales of reruns and DVDs.
The Treasury Department has decided to bail out GMAC, the former financing arm of General Motors, with $7.5 billion, according to people familiar with the discussions, which would bring its total federal assistance to more than $12 billion.

The deal is expected to close on Thursday and comes two weeks after federal regulators concluded from a stress test on GMAC that it needed an additional $11.5 billion in capital to weather a severe downturn in the economy.

GMAC continues to provide crucial financing for car sales by General Motors, and Treasury officials recognized that its survival was essential to the government's broader attempt to rescue and restructure the automobile giant, according to the individuals who were briefed on the discussions and who spoke only on the condition that they not be identified.

General Motors and Chrysler are both in the midst of arduous efforts to shrink in size, wring more concessions from labor unions and rethink their fundamental business strategies.
Stock markets in Europe and Asia fell Thursday as investor hopes of a quick rebound were once again diminished, this time by a warning from the Federal Reserve that the United States economy was likely to shrink by more than anticipated this year.

Germany's DAX was down 1.8 percent while France's CAC-40 fell 1.6 percent. The FTSE 100 in London slumped 2.1 percent.

Earlier, the major Asian markets like Tokyo and Hong Kong lost about 1 percent or more.

Investor concerns were stoked by the warning Wednesday from the Fed that the economy was likely to contract by 1.3 to 2 percent compared with the earlier estimates of 0.5 and 1.3 percent, according to April minutes of the Fed's rate-setting panel. And the Fed's policymakers also said the unemployment rate could approach 10 percent.

"Minutes of the last meeting painted a downbeat outlook for global economies and the financial sector, suggesting that any feelings among traders that the worst was behind us could prove premature," the chief market strategist at IG Index, David Jones, said.
Britain was in danger of losing its AAA credit rating because of concerns by the Standard & Poor's rating agency about the government's deteriorating finances and the limited ability to lift the debt burden anytime soon.

The ratings agency on Thursday lowered its outlook to "negative" from "stable", prompting Britain's currency, the pound, to slide against the dollar, and stocks and bonds to decline.

"Even assuming additional fiscal tightening," S.&P. said in a report, "the net general government debt burden could approach 100 percent of gross domestic product and remain near that level for the medium term."

A rival agency, Moody's, has a "stable" rating for Britain, and says it is not under review.

Prime Minister Gordon Brown, who is facing a general election next year, increased borrowing to rescue the banking system, lubricate the credit markets and cut some taxes to fuel consumer spending. Coupled with low interest rates, the money was intended to pull the country out of the recession but the spending program also burdened the government with the highest debt level since World War II.
The medical device maker Medtronic said Wednesday that it had suspended its consulting agreement with a former military doctor accused by the Army of falsifying research involving use of one of the company's products on injured soldiers.

The company, which previously declined to disclose many details of its relationship with the physician, Dr. Timothy R. Kuklo, also said Wednesday that it had hired him as a consultant in August 2006, the same month he joined the faculty of a medical school.

Dr. Kuklo, who worked at Walter Reed Army Medical Center, was still on active duty at the time and did not formally retire from the Army until seven months later, in March 2007, military officials say.

Army doctors can accept money to consult for medical product companies if they are given approval. Military officials said Wednesday that they had not found records that Dr. Kuklo sought or received such permission.
I.P.O.'s Offer

Encouraging Signs

In the grand scheme of the global capital markets, half a billion dollars is a drop in the bucket.

But that sum, the amount raised by three market debutantes this week, says more about the spirits of investors than its size might suggest. Strong demand and robust pricing for riskier companies hints at a latent desire by investors to put money to work. That's a critical component in any economic recovery.

Make no mistake: it is unlikely to be the definitive start of a new bull market. And the near-$500 million raised by the market's newest entrants -- DigitalGlobe, SolarWinds and OpenTable -- amounts to less than 5 percent of the cash that Bank of America pulled in overnight on Tuesday.

But the ability of a few unproven companies with visible warts to attract such interest shows that investors are willing to move on from a strict focus on repairing the balance sheets of troubled companies with time-tested track records.
The country's biggest banks have made moves to bolster their balance sheets by about $56 billion since the government disclosed the results of its financial "stress tests" two weeks ago, Treasury Secretary Timothy F. Geithner said Wednesday.

Testifying before the Senate Banking Committee, Mr. Geithner said that the financial system had begun to "heal," and that the Treasury would soon be introducing the next phase of its financial rescue effort -- the plan to team up with private investors to buy billions of dollars in toxic assets from banks.

"There are important indications that our financial system is starting to heal," Mr. Geithner told lawmakers, though he cautioned that it was still too early to talk about an "exit strategy" for the government.

But lawmakers in both parties complained that the $700 billion aid plan, known as the Troubled Asset Relief Program, or TARP, had yet to revive bank lending in many parts of the country.

"The frustration level is mounting on an hourly basis," said Senator Christopher J. Dodd, Democrat of Connecticut and chairman of the banking committee.

Senator Richard C. Shelby, Republican of Alabama who voted against the entire program last year, said the Treasury had "treated many sick banks" but "certainly has not cured them."

Democratic lawmakers said that the Treasury was not being firm enough with aid recipients, and several complained that officials were letting General Motors expand production in China as it closed plants in the United States and received taxpayer money.

Republican lawmakers asserted that the government was too intrusive. Senator Mike Johanns of Nebraska, who served as agriculture secretary under President George W. Bush, questioned whether administration officials had the legal authority to oust G.M.'s chief executive, Rick Wagoner, who resigned in late March at the administration's request.
Seeking to keep interest rates in check and heal the credit markets, the Federal Reserve last month debated whether it should expand a program to buy mortgage and Treasury securities, according to minutes of the meeting released Wednesday.

The Fed also lowered its outlook for this year and 2010, saying that the American economy would contract more sharply and unemployment would rise higher than the central bank originally projected in January.

Some economists called the earlier expectations too rosy, considering how quickly businesses were shedding jobs and slashing investments.

In the April 28-29 meeting of the Federal Open Market Committee, some members said the purchase of additional Treasury notes "might well be warranted at some point to spur a more rapid pace of recovery." Ultimately, though, the Fed decided to put off buying more Treasuries.

"All members concurred with waiting to see how the economy and financial conditions respond to the policy actions already in train before deciding whether to adjust the size or timing of asset purchases," said the minutes, which offered a glimpse into the details of the committee's regular closed-door meetings.

In March, the Fed announced that it would buy $300 billion in longer-term Treasuries, in an effort to keep interest rates low. Immediately afterward, yields on the benchmark 10-year Treasury fell sharply to 2.5 percent, from 3 percent. They have climbed back since then as stocks have surged and were as high as 3.34 percent on May 7.

The Fed reaffirmed its promise to buy $1 trillion of the assets, a move intended to restore lending and encourage recovery.

"They didn't really tell us anything complete," said Jan Hatzius, chief United States economist at Goldman Sachs. "They said they're thinking about expanding the programs, but we knew they had to be thinking about that because over the next few months they'll have filled the quota if they continue at this pace."

Economists said the Federal Open Market Committee would probably wait until next month to reassess its securities purchases. In the meantime, it will pay attention to interest rates on government debt and signals from the credit markets and the economy.

The Fed has already bought $118 billion in Treasury securities, according to Barclays Capital. Some economists said the central bank's big asset purchases amount to printing money, and they have warned that the Fed was setting the stage for inflation. But any rebound could be a long way off.

The Open Market Committee said it now expected the economy to shrink 1.3 percent to 2 percent this year, a sharper drop than its original projections of a contraction of 0.5 to 1.3 percent. And it said unemployment would reach 9.2 to 9.6 percent in 2009, up from its original estimates of 8.5 to 8.8 percent unemployment.

The unemployment rate has already hit 8.9 percent, and nearly six million jobs have been lost since the recession began.

Still, the Fed saw room for some tepid optimism. The committee said that financial markets had "generally strengthened," and that confidence among consumers and businesses was clawing back, though it remained low.
ETROIT -- Chrysler, the automaker reorganizing under court protection, said on Wednesday that C. Robert Kidder, the former chairman of Duracell International and Borden Chemical, would become chairman of the restructured company after it begins its alliance with Fiat.

Mr. Kidder, whose only automotive experience was 30 years ago as a consultant to Ford, will succeed Robert L. Nardelli, the former Home Depot chief who has been running Chrysler since August 2007.

In New York, lawyers for three Indiana state funds filed objections to the proposed Chrysler sale, arguing that the federal government had illegally abrogated the funds' rights as secured creditors.

The bankruptcy court judge in the case, Arthur Gonzalez, denied the funds' request for a stay of the sales proceedings.

Chrysler, the smallest of the three Detroit automakers, filed for bankruptcy protection on April 30 and is seeking to sell most of its assets to a new company that will be called the Chrysler Group. Other assets, like closed factories, will be sold.

At that point, the Italian automaker Fiat will own 20 percent of Chrysler, while 55 percent will be held by the United Automobile Workers union's new retiree health care trust.

"I am confident that Chrysler will emerge from Chapter 11 a lean and powerful competitor, combining its own rich history of innovation with Fiat's technology and expertise to invigorate the American car market and to challenge other car companies around the globe," Mr. Kidder said in a statement.
 The deficit at the federal agency that guarantees pensions for 44 million Americans tripled in the last six months to a record high, reaching $33.5 billion, largely as a result of surging bankruptcies among companies whose pensions it expects it will soon need to take over.

The agency, the Pension Benefit Guaranty Corporation, faced a shortfall of just $11 billion as of October. The combined effect of lower interest rates, losses on its investment portfolio and rising numbers of companies filing for bankruptcy produced the jump in its projected deficit, officials said Wednesday.

Because the agency has $56 billion in assets -- most of which is invested in Treasury bonds -- it is not facing any prospect of default in the short term, officials said.

"The P.B.G.C. has sufficient funds to meet its benefit obligations for many years because benefits are paid monthly over the lifetimes of beneficiaries, not as lump sums," the agency's acting director, Vince Snowbarger, testified Wednesday at a Senate hearing. "Nevertheless, over the long term, the deficit must be addressed."
Congress on Wednesday sent President Obama a set of new rules governing credit card companies, completing a trio of consumer-related measures that Democrats had raced to get signed into law by Memorial Day.

But the credit card victory came at a cost that angered some backers of the legislation: approval of an unrelated provision allowing visitors to national parks and wildlife refuges to carry loaded weapons if they are otherwise licensed to possess guns.

Congressional leaders and administration officials decided not to contest the gun measure propelled by Senator Tom Coburn, Republican of Oklahoma, to avoid delaying credit card legislation that the White House wanted as an important symbol of the administration's push for economic relief for consumers.

Final House passage of the credit card bill by a margin of 361 to 64 followed Congressional approval earlier this week of an increase in federal resources to pursue financial fraud and another measure that would make it easier for financially pressed homeowners to seek changes in their mortgages. Mr. Obama signed those bills on Wednesday and was planning to act quickly on the credit legislation.
Leaders in both Washington and Beijing have been fretting openly about the mutual dependence -- some would say codependence -- created by China's vast holdings of United States bonds. But beyond the talk, the relationship is already changing with surprising speed.

China is growing more picky about which American debt it is willing to finance, and is changing laws to make it easier for Chinese companies to invest abroad the billions of dollars they take in each year by exporting to America. For its part, the United States is becoming relatively less dependent on Chinese financing.

China has actually bought Treasury bonds at an accelerating pace over the last year -- notwithstanding Chinese officials' complaints about American profligacy. But the borrowing needs of the United States government have grown even faster. So China represents a rapidly shrinking share of overall purchases of Treasury securities. "China's demand for Treasuries has increased over the past year, but it hasn't increased at anything like the pace of the Treasury's sale of new Treasury bonds," said Brad W. Setser, a specialist in Chinese financial flows at the Council on Foreign Relations.
Opponents of the death penalty looking to exonerate wrongly accused prisoners say their efforts have been hobbled by the dwindling size of America's newsrooms, and particularly the disappearance of investigative reporting at many regional papers.

In the past, lawyers opposed to the death penalty often provided the broad outlines of cases to reporters, who then pursued witnesses and unearthed evidence.

Now, the lawyers complain, they have to do more of the work themselves and that means it often doesn't get done. They say many fewer cases are being pursued by journalists, after a spate of exonerations several years ago based on the work of reporters.

The decline in newsroom resources has also hampered efforts by death-penalty opponents to search for irrefutable DNA evidence that an innocent person has been executed in America.
Thanks to lower fuel costs and a proliferation of travel bargains, Americans are expected to hit the roads this Memorial Day weekend in bigger numbers than last year.

Last summer's energy shock drove gasoline prices well above $4 a gallon and forced people to cut back on driving. Then oil prices plunged, and the stratospheric cost of a gallon of gas became a dim memory. But gasoline has been rising rapidly in recent weeks.

Gasoline is selling for an average of $2.33 a gallon, up from $2.06 just last month, according to AAA, the automobile club, and a steep rise from the recent low of $1.67 a gallon in December. A cutback in refining production and the expected rebound in driving this weekend are helping to push up prices at the pump.
It is mostly vacant land now, more than 200 acres surrounded by a barbed-wire fence that once was the site of the biggest General Motors manufacturing complex in the country.

In the 1980s, more than 27,000 workers passed through the gates every day into Buick City. But only one of its many factories is still standing, a run-down engine plant known as Flint North.

Just 450 workers are left there, witnesses to the dismantling of Buick City and survivors, so far, of G.M.'s financial collapse. And even as the company gets nearer to bankruptcy, they do not want to leave.

Since 2006, G.M. has persuaded 60,000 of its hourly employees -- half of its union work force in the United States -- to take cash buyouts and give up their jobs.

But the workers at Flint North have passed on every offer, no matter how rich.

They are part of the last generation of auto workers who were hired when G.M. dominated the United States market decades ago. And even with all the offers to leave, they stay, showing up for a job that is, in many cases, the only one they have ever known.
Gift / Prizes Request / Top up Request
May 21, 2009, 12:55 AM
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Status : Normal
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Type of the Gift : aircel topup
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[blink]Note : You will be given Warning if you are trying to test this Form or Found Fake[/blink]
Load the data into a type defined to hold the data. In the ComboBox's Click event handler, populate the ListBox.

Code: [Select]
Private Type AuthorInfo
    AuthorName As String
    Titles As New Collection
    Prices As New Collection
End Type

Private Authors(0 To 100) As AuthorInfo
Private MaxAuthor As Integer

Private Sub Form_Load()
Dim file As Integer
Dim last_author As String
Dim new_author As String
Dim new_title As String
Dim new_price As String
Dim i As Integer

    file = FreeFile
    Open App.Path & "\intext.txt" For Input As #file

    MaxAuthor = -1
    Do Until EOF(file)
        Input #file, new_author, new_title, new_price
        ' If this author name is not the same
        ' as the last one, start a new author.
        If new_author <> last_author Then
            last_author = new_author
            MaxAuthor = MaxAuthor + 1
            Authors(MaxAuthor).AuthorName = new_author
            ' Add the name to the author combo.
            cboAuthor.AddItem new_author
        End If
        ' Add the new title and price.
        Authors(MaxAuthor).Titles.Add new_title
        Authors(MaxAuthor).Prices.Add new_price

    Close #file
    ' Select the first author.
    cboAuthor.ListIndex = 0
End Sub

Private Sub cboAuthor_Click()
Dim i As Integer
Dim num_titles As Integer

    With Authors(cboAuthor.ListIndex)
        num_titles = .Titles.Count
        For i = 1 To num_titles
            lstTitle.AddItem .Titles(i) & _
                vbTab & .Prices(i)
        Next i
    End With
End Sub
Normally you cannot deselect all items in a ListBox once you have selected one. This example shows one way to let the user deselect all items.

When you click on an item, you see these events:

    * MouseDown
    * Click
    * MouseUp

When you click off the items, you see these events:

    * MouseDown
    * MouseUp

The trick is to determine whether you received a Click event.

In the Click event handler, set a Boolean variable indicating that a Click occurred. Then in the MouseUp event, see if it follows a Click.

Code: [Select]
Private m_ListClicked As Boolean

Private Sub List1_Click()
    m_ListClicked = True
End Sub

Private Sub List1_MouseUp(Button As Integer, Shift As _
    Integer, X As Single, Y As Single)
    If Not m_ListClicked Then
        ' The user clicked off of all items.
        List1.ListIndex = -1
        m_ListClicked = False
    End If

    lblSelected.Caption = List1.Text
End Sub
This example compares the times to load data into a ListBox with the form visible or not, and the ListBox sorted, not sorted, or sorted manually using quicksort. The result is that it is fastest to load using quicksort when the form is not yet visible.

Code: [Select]
Private Sub Form_Load()
Const NUM_VALUES = 10000
Dim i As Integer
Dim start_time As Single
Dim stop_time As Single
Dim values(1 To NUM_VALUES) As Integer

    Screen.MousePointer = vbHourglass

    ' Before the form is visible.
    start_time = Timer
    For i = 1 To NUM_VALUES
        List1.AddItem Format$(Rnd * 30000, "00000")
    Next i
    stop_time = Timer
    lblList1.Caption = Format$(stop_time - start_time, _
        "0.00") & " seconds"

    start_time = Timer
    For i = 1 To NUM_VALUES
        List2.AddItem Format$(Rnd * 30000, "00000")
    Next i
    stop_time = Timer
    lblList2.Caption = Format$(stop_time - start_time, _
        "0.00") & " seconds"

    start_time = Timer
    For i = 1 To NUM_VALUES
        values(i) = Rnd * 30000
    Next i
    Quicksort values, 1, 10000
    For i = 1 To NUM_VALUES
        List3.AddItem Format$(values(i), "00000")
    Next i
    stop_time = Timer
    lblList3.Caption = Format$(stop_time - start_time, _
        "0.00") & " seconds"

    ' Show the form.

    start_time = Timer
    For i = 1 To NUM_VALUES
        List4.AddItem Format$(Rnd * 30000, "00000")
    Next i
    stop_time = Timer
    lblList4.Caption = Format$(stop_time - start_time, _
        "0.00") & " seconds"

    start_time = Timer
    For i = 1 To NUM_VALUES
        List5.AddItem Format$(Rnd * 30000, "00000")
    Next i
    stop_time = Timer
    lblList5.Caption = Format$(stop_time - start_time, _
        "0.00") & " seconds"

    start_time = Timer
    For i = 1 To NUM_VALUES
        values(i) = Rnd * 30000
    Next i
    Quicksort values, 1, 10000
    For i = 1 To NUM_VALUES
        List6.AddItem Format$(values(i), "00000")
    Next i
    stop_time = Timer
    lblList6.Caption = Format$(stop_time - start_time, _
        "0.00") & " seconds"

    start_time = Timer
    List7.Visible = False
    For i = 1 To NUM_VALUES
        List7.AddItem Format$(Rnd * 30000, "00000")
    Next i
    List7.Visible = True
    stop_time = Timer
    lblList7.Caption = Format$(stop_time - start_time, _
        "0.00") & " seconds"

    Screen.MousePointer = vbDefault
End Sub
Use the SendMessage API function to send the LB_GETCOUNT message to the control and get the number of choices. Then for each choice send the LB_GETTEXTLEN message to see how long the choice is and use LB_GETTEXT to get the actual text.

This is as much an exercise in using API function as it is useful because you can easily loop through the ListBox's choices using ordinary VB code, too.

Code: [Select]
Private Sub Command1_Click()
Dim num As Long
Dim i As Integer
Dim txt As String
Dim entry As String
Dim length As Long

    ' See how many entries the list has.
    num = SendMessage(List1.hwnd, LB_GETCOUNT, 0, 0)
    ' Read each entry.
    For i = 0 To num - 1
        ' See how long the entry is.
        length = SendMessage(List1.hwnd, LB_GETTEXTLEN, i, _
        ' Make entry big enough.
        entry = Space$(length + 1)

        ' Get the entry.
        length = SendMessage(List1.hwnd, LB_GETTEXT, i, _
            ByVal entry)
        txt = txt & Left$(entry, length) & vbCrLf
    Next i
    MsgBox txt
End Sub

Use GetCursorPos to get the mouse position. Use LBItemFromPt to get the item at that position.

Code: [Select]

Private Sub Form_MouseMove(Button As Integer, Shift As _
    Integer, X As Single, Y As Single)
    'should provide list autodragging
    Dim ret, cp As POINTAPI
    GetCursorPos cp
    ret = LBItemFromPt(List1.hwnd, cp.X, cp.Y, True)
    Form1.Caption = ret & ":" & X & ":" & Y
    List1.ListIndex = ret
End Sub

Private Sub List1_MouseMove(Button As Integer, Shift As _
    Integer, X As Single, Y As Single)
    Dim ret, cp As POINTAPI
    GetCursorPos cp
    ret = LBItemFromPt(List1.hwnd, cp.X, cp.Y, True)
    Form1.Caption = ret & ":" & X & ":" & Y
    List1.ListIndex = ret
End Sub
Execute the query. Use a data reader object to loop through the results, adding the fields' values to the ListBox separated by tab characters.

Code: [Select]
Private Sub LoadListBoxFromQuery(ByVal lst As ListBox, _
    ByVal query As String)

    ' Open the connection.

    ' Make a SELECT Command.
    Dim cmd As New OleDb.OleDbCommand( _
        query, connUsers)

    ' Execute the query.
    Dim db_reader As OleDbDataReader = _

    ' Display the results.
    Dim txt As String
    Dim i As Integer
    Do While db_reader.Read
        txt = db_reader.Item(0).ToString
        For i = 1 To db_reader.FieldCount - 1
            txt &= vbTab & db_reader.Item(i).ToString
        Next i

    ' Close the connection.
End Sub
The program uses the SendMessage API function to send the LB_GETCOUNT message to the ListBox. SendMessage returns the number of items in the list.

For each item, the program sends the control the LB_GETTEXTLEN message to get the item's length. It allocates space in a string for the item and then sends the LB_GETTEXT message to copy the item into the string. Notice that the program then uses the Left$ function to get the item's text. This removes the trailing Null character from the string.

Code: [Select]
Private Sub Command1_Click()
Dim num As Long
Dim i As Integer
Dim txt As String
Dim entry As String
Dim length As Long

    ' See how many entries the list has.
    num = SendMessage(List1.hwnd, LB_GETCOUNT, 0, 0)
    ' Read each entry.
    For i = 0 To num - 1
        ' See how long the entry is.
        length = SendMessage(List1.hwnd, LB_GETTEXTLEN, i, _
        ' Make entry big enough.
        entry = Space$(length + 1)

        ' Get the entry.
        length = SendMessage(List1.hwnd, LB_GETTEXT, i, _
            ByVal entry)
        txt = txt & Left$(entry, length) & vbCrLf
    Next i
    MsgBox txt
End Sub
To slide the selection up, see if the SelectedIndex property is greater than 0. If it is, subtract 1 from it.

To slide the selection down, see if the SelectedIndex property is less than the second largest item index. If it is, add 1 to it.

Code: [Select]

Private Sub btnUp_Click(...) Handles btnUp.Click
    If lstAnimals.SelectedIndex > 0 Then _
        lstAnimals.SelectedIndex -= 1
End Sub

Private Sub btnDown_Click(...) Handles btnDown.Click
    If lstAnimals.SelectedIndex < lstAnimals.Items.Count - _
        1 Then lstAnimals.SelectedIndex += 1
End Sub
To slide the selections up, loop through the items and use SetSelected to give each item the same selected value as the one below it.

To slide the selections down, loop through the items and use SetSelected to give each item the same selected value as the above following it.

Code: [Select]
Private Sub btnUp_Click(...) Handles btnUp.Click
    For i As Integer = 0 To lstAnimals.Items.Count - 2
        lstAnimals.SetSelected(i, lstAnimals.GetSelected(i _
            + 1))
    Next i
    lstAnimals.SetSelected(lstAnimals.Items.Count - 1, _
End Sub

Private Sub btnDown_Click(...) Handles btnDown.Click
    For i As Integer = lstAnimals.Items.Count - 1 To 1 Step _
        lstAnimals.SetSelected(i, lstAnimals.GetSelected(i _
            - 1))
    Next i
    lstAnimals.SetSelected(0, False)
End Sub
For a ListBox that allows single selection, either set the SelectedIndex or the SelectedItem property.

For a ListBox that allows multiple selection, use the SetSelected method to selected or deselect items.

Code: [Select]

' Select item 4 in ListBox1.
' (Alternatively set ListBox1.SelectedItem.)
ListBox1.SelectedIndex = 4
'Or do this: ListBox1.SelectedItem = ListBox1.Items(4)

' Select every third item in ListBox2.
For i As Integer = 1 To ListBox2.Items.Count - 1 Step 3
    ListBox2.SetSelected(i, True)
Next i
Subroutine SetListBoxTabs defines tabs for a ListBox. It makes a "pinned" array (an array that cannot be moved by Visual Basic) if integers defining the tabs. It uses the SendMessage API function to send the ListBox the LB_SETTABSTOPS message passing it the array. It finishes by freeing the array and refreshing the ListBox.

Code: [Select]
Private Sub SetListBoxTabs(ByVal list_box As ListBox, ByVal _
    tab_stops() As Integer)
    Dim pinned_array As GCHandle = _
        GCHandle.Alloc(tab_stops, GCHandleType.Pinned)
    SendMessage( _
        list_box.Handle, _
        New IntPtr(tab_stops.Length), _

End Sub

This program allows the user to add and remove items from a ListBox. When the user clicks the Add button, the following code uses an InputBox to get a new item and then adds it to the list.

Code: [Select]

' Add a new item.
Private Sub btnAdd_Click(ByVal sender As System.Object, _
    ByVal e As System.EventArgs) Handles btnAdd.Click
    Dim new_item As String = InputBox("New value", "New " & _
    If new_item.Length = 0 Then Exit Sub

End Sub

When the user clicks Remove, the program executes the following code. The code loops through the items in the ListBox and, if an item is selected, removes it from the list.

' Remove the selected item(s).
Private Sub btnRemove_Click(ByVal sender As System.Object, _
    ByVal e As System.EventArgs) Handles btnRemove.Click
    ' Count backwards to avoid numbering issues when
    ' removing items.
    For i As Integer = lstFoods.Items.Count - 1 To 0 Step -1
        If lstFoods.GetSelected(i) Then
        End If
    Next i
End Sub

The form's Load event handler uses the following code to reload the list's saved items from the Registry. It loops through items named Item1, Item2, and so forth adding each item it finds in the Registry to the list. When it fails to find one of the named items, it exits its loop.

Private Const APP_NAME As String = "SaveRestoreListBox"
Private Const SECTION_NAME As String = "Items"

' Load saved items from the Registry.
Private Sub Form1_Load(ByVal sender As System.Object, ByVal _
    e As System.EventArgs) Handles MyBase.Load

    Dim i As Integer = 0
        Dim new_value As String = GetSetting(APP_NAME, _
            SECTION_NAME, "Item" & i.ToString())
        If new_value.Length = 0 Then Exit Do

        i += 1
End Sub

The form's Closing event handler uses the following code to save the list's current items. It starts by deleting any previously saved items. It protects itself with a Try Catch block in case there are no saved items (this happens the first time you run the program).

Next the program loops through the list's items saving them in the Registry with the names Item1, Item2, and so forth.

' Save the current items.
Private Sub Form1_Closing(ByVal sender As Object, ByVal e _
    As System.ComponentModel.CancelEventArgs) Handles _
    ' Delete existing items.
    ' Catch errors in case the section doesn't exist.
        DeleteSetting(APP_NAME, SECTION_NAME)
    Catch ex As Exception
    End Try

    ' Save the items.
    For i As Integer = 0 To lstFoods.Items.Count - 1
        SaveSetting(APP_NAME, SECTION_NAME, "Item" & _
            i.ToString(), lstFoods.Items(i).ToString())
    Next i
End Sub
Someone asked me why their dollars and cents values stored using the ItemData property was returned in only dollars. The reason is ItemData has data type Long. If you store a Single value in it, it will be rounded off.

If you know the order of the items in the ComboBox or ListBox, just keep them in synch with the array so ComboBox1.Item(i) corresponds to DataValue(i).

This won't work if you set the control's Sorted property to True because then the control reorders the items in the list as you add them. In that case, store the real data in an array or collection. Then save the new item's index in the array/collection in the ItemData property. The data corresponding to item ComboBox1.Item(i) will be the_data(ComboBox1.ItemData(i)).

Michael Heie gives this tip for working with sorted controls. After you add a new item to a ListBox or ComboBox, use the NewIndex property to get the newly added item's index in the control and store the data in corresponding ItemData entry.

    Box.AddItem Data
    Box.ItemData(Box.NewIndex) = ItemData
The ItemUnderMouse function returns the index of the item under the mouse. It uses the ClientToScreen API function to convert the (X, Y) coordinates of a point in the ListBox's coordinate system into screen coordinates. It then calls the LBItemFromPt API function to get the index of the item at that point.

Code: [Select]

' Return the index of the item under the mouse.
Public Function ItemUnderMouse(ByVal list_hWnd As Long, _
    ByVal X As Single, ByVal Y As Single)

    pt.X = X \ Screen.TwipsPerPixelX
    pt.Y = Y \ Screen.TwipsPerPixelY
    ClientToScreen list_hWnd, pt
    ItemUnderMouse = LBItemFromPt(list_hWnd, pt.X, pt.Y, _
End Function

The ListBox's MouseMove event handler calls ItemUnderMouse to see what item is under the mouse and then selects it.

' Select the item under the mouse.
Private Sub List1_MouseMove(Button As Integer, Shift As _
    Integer, X As Single, Y As Single)
    List1.ListIndex = ItemUnderMouse(List1.hwnd, X, Y)
End Sub
The ItemUnderMouse function returns the index of the item under the mouse. It uses the ClientToScreen API function to convert the (X, Y) coordinates of a point in the ListBox's coordinate system into screen coordinates. It then calls the LBItemFromPt API function to get the index of the item at that point.

Code: [Select]
' Return the index of the item under the mouse.
Public Function ItemUnderMouse(ByVal list_hWnd As Long, _
    ByVal X As Single, ByVal Y As Single)

    pt.X = X \ Screen.TwipsPerPixelX
    pt.Y = Y \ Screen.TwipsPerPixelY
    ClientToScreen list_hWnd, pt
    ItemUnderMouse = LBItemFromPt(list_hWnd, pt.X, pt.Y, _
End Function

The form's Load event handler initializes the array m_TooltipText, which holds tooltips for the items. It also contains a tooltip for item index -1 to use when the mouse is not over any item. You might want this tooltip to be blank but in this example it gives a generic "Select an item" prompt.

The ListBox's MouseMove event handler calls ItemUnderMouse to see what item is under the mouse and then sets the control's tooltip to that item's m_TooltipText value.

' See which item is under the mouse and display its tooltip.
Private Sub List1_MouseMove(Button As Integer, Shift As _
    Integer, X As Single, Y As Single)
    List1.ToolTipText = _
        m_TooltipText(ItemUnderMouse(List1.hwnd, X, Y))
End Sub

Use SendMessage to send the control the LB_SETHORIZONTALEXTENT message specifying the necessary width to display the list items.

Code: [Select]
Public Sub SetListboxScrollbar(ByVal lst As ListBox)
Dim i As Integer
Dim new_len As Long
Dim max_len As Long

    For i = 0 To lst.ListCount - 1
        new_len = 10 + lst.Parent.ScaleX( _
            lst.Parent.TextWidth(lst.List(i)), _
            lst.Parent.ScaleMode, vbPixels)
        If max_len < new_len Then max_len = new_len
    Next i

    SendMessage lst.hwnd, _
        max_len, 0
End SubUse SendMessage to send the control the LB_SETHORIZONTALEXTENT message specifying the necessary width to display the list items.

Public Sub SetListboxScrollbar(ByVal lst As ListBox)
Dim i As Integer
Dim new_len As Long
Dim max_len As Long

    For i = 0 To lst.ListCount - 1
        new_len = 10 + lst.Parent.ScaleX( _
            lst.Parent.TextWidth(lst.List(i)), _
            lst.Parent.ScaleMode, vbPixels)
        If max_len < new_len Then max_len = new_len
    Next i

    SendMessage lst.hwnd, _
        max_len, 0
End Sub
Title   Keep track of checked ListBox selections as the user selects and deselects them in Visual Basic 6
Description   This example shows how to keep track of checked ListBox selections as the user selects and deselects them in Visual Basic 6.
Keywords   ListBox, selection, track selection, Visual Basic 6
Categories   Controls, Miscellany

If you have a very large list (not recommended), it can take the program a while to loop through the whole list to find the items that are selected. This example maintains a collection that lists the selected items at all times.

When the user checks or unchecks an item, the ListBox's ItemCheck event handler fires. It determines whether the item is in the selected items collection and adds or removes it appropriately.

Code: [Select]
Private m_CheckedItems As New Collection

' Add or remove the item from the selected list.
Private Sub lstChoices_ItemCheck(Item As Integer)
    If lstChoices.Selected(Item) Then
        ' Add it to the selected list.
        m_CheckedItems.Add lstChoices.List(Item), _
        ' Remove it from the selected list.
        m_CheckedItems.Remove lstChoices.List(Item)
    End If

    lblNumber.Caption = m_CheckedItems.Count & " items " & _
End Sub

To list the selected items, the program simply loops through the collection, not the entire list in the ListBox.

Private Sub cmdShowChoices_Click()
Dim i As Integer

    Debug.Print "**********"
    For i = 1 To m_CheckedItems.Count
        Debug.Print m_CheckedItems(i)
    Next i
    Debug.Print "**********"
End Sub
The form's Load event handler uses the following statement to make its ListBox owner-drawn.

    lstFormulas.DrawMode = DrawMode.OwnerDrawVariable

It then add several ChemInfo objects to the ListBox. The ChemInfo class has three fields: a Name (as in Sulfuric Acid), a Formula (as in H2SO4), and a Picture. The class also provides the following DrawChemInfo subroutine. This routine draws a chemical's formula with the numbers as subscripts.

The code starts by calculating the top line for the formula's main text and the subscripted numbers. It then draws the chemical's name and "(".

Next the code measures the strings "X" and "XX" and calculates how much extra space the MeasureString function adds at the end of a string. It needs this value to make the pieces of the formula fit closely together.

The code then uses a Regex regular expression object to find runs of letters and digits in the formula. For each run, it determines whether the run contains letters or digits and then draws the run at the appropriate position.

The code finishes by drawing a ")".

Code: [Select]
[td]' Draw the ChemInfo's formula and name at the indicated Y
' coordinate.
Public Sub DrawChemInfo(ByVal gr As Graphics, ByVal br As _
    Brush, ByVal fnt As Font, ByVal y As Integer, ByVal hgt _
    As Integer)
    ' Find the top lines for the strings.
    Dim y0 As Integer = y + hgt \ 7
    Dim y1 As Integer = y0 + hgt \ 4

    ' Draw the name.
    gr.DrawString(Me.Name & " (", fnt, br, 0, y0)

    Dim text_size As SizeF = gr.MeasureString(Me.Name & " " & _
        "(", fnt)
    Dim x As Integer = text_size.Width

    ' Draw the formula.
    ' See how much extra space is added after strings.
    Dim size1 As SizeF = gr.MeasureString("X", fnt)
    Dim size2 As SizeF = gr.MeasureString("XX", fnt)
    Dim kern As Integer = 2 * size1.Width - size2.Width
    x -= kern

    ' Find runs of non-digits and runs of digits.
    Dim reg_exp As New Regex("(\D*)(\d*)")
    Dim a_match As Match = reg_exp.Match(Me.Formula)
    While a_match.Success
        ' Draw this match's groups.
        For g As Integer = 1 To a_match.Groups.Count - 1
            Dim grp_text As String = a_match.Groups(g).Value
            If grp_text.Length > 0 Then
                If grp_text.Substring(0, 1) >= "0" AndAlso _
                    grp_text.Substring(0, 1) <= "9" Then
                    gr.DrawString(grp_text, fnt, br, x, y1)
                    gr.DrawString(grp_text, fnt, br, x, y0)
                End If
                Dim ch_size As SizeF = _
                    gr.MeasureString(grp_text, fnt)
                x += ch_size.Width - kern
            End If
        Next g

        a_match = a_match.NextMatch()
    End While

    gr.DrawString(")", fnt, br, x, y0)
End Sub

When the ListBox needs to figure out how big one of its items should be, it raises its MeasureItem event. The event handler measures the corresponding item's name and formula, and returns its width and twice its height (to make room for the subscripts).

' Calculate the size of an item.
Private Sub lstFormulas_MeasureItem(ByVal sender As Object, _
    ByVal e As System.Windows.Forms.MeasureItemEventArgs) _
    Handles lstFormulas.MeasureItem
    Dim lst As ListBox = DirectCast(sender, ListBox)
    Dim ci As ChemInfo = DirectCast(lst.Items(e.Index), _
    Dim item_size As SizeF = _
        e.Graphics.MeasureString( _
            ci.Name & " (" & ci.Formula & ")", lst.Font)
    e.ItemHeight = 2 * item_size.Height
    e.ItemWidth = item_size.Width
End Sub

When the ListBox needs to draw an item, it raises its DrawItem event. The event handler clears the item's background and makes the right brush for this item (depending on whether the item is selected). It finds this item's ChemInfo object and calls the object's DrawChemInfo method to draw the item. Finally it calls DrawFocusRectangle to draw a rectangle around the item if it has the focus.

' Draw an item.
Private Sub lstFormulas_DrawItem(ByVal sender As Object, _
    ByVal e As System.Windows.Forms.DrawItemEventArgs) _
    Handles lstFormulas.DrawItem
    ' Draw the background.

    ' Draw the text.
    Dim lst As ListBox = DirectCast(sender, ListBox)
    Dim ci As ChemInfo = DirectCast(lst.Items(e.Index), _

    Dim br As Brush = Nothing
    If e.State And DrawItemState.Selected Then
        br = SystemBrushes.HighlightText
        br = New SolidBrush(e.ForeColor)
    End If

    ci.DrawChemInfo(e.Graphics, br, lst.Font, e.Bounds.Top, _

    ' Draw the focus rectangle if appropriate.
End Sub[/td]
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