Ada satu yang terlewat, offline klas 111106 rada terlambat untuk ditayangkan, mohon maaf. “Class at a Glance” kali ini saya gabung saja untuk dua sessi kemarin.
Seperti direncanakan semula, sessi 111106 dominan dipergunakan untuk open book quiz yang sekali lagi maaf, belum bisa saya report kan. Sisa waktu sempat disisipkan sebagian kecil materi (kalau nggak salah) dari Dahan & Hauser.
Untuk sessi 221106, sebagai pengganti 181106 lebih banyak dipergunakan untuk membahas bagian dari bab 13 nya Dieter tentang Economic Decision Making. Meski rada kikuk dengan istilah keuangan yang rada-rada un-familiar, namun materi ini cukup relevan dengan Pengembangan Produk, meski tidak semua bab diulas. Sebagai tambahan untuk materi yang pernah saya upload sebelumnya, di SINI dapat di download bagian kedua dari bab 13 Dieter tersebut.
Materi kedua di sessi 221106, sedikit diulas tentang pendahuluan Marketing, yang hand-outnya bisa di download di SINI.
Sessi besok pagi, masih saya pikirkan (saat ini saya sedang di Jakarta), moga-moga ada sesuatu yang menarik untuk disajikan.
Friday, November 24, 2006
Monday, November 20, 2006
Kuliah Pengganti
Berikut saya informasikan mengenai kuliah pengganti hari Sabtu tanggal 18 November 2006 untuk mata kuliah SK-425 Pengembangan Produk Industri Digital dan EL-419 Pengembangan Produk Telematika pada :
Hari, tanggal : Rabu, 22 November 2006
Waktu : pk. 18.00-20.00
Ruang : R-202 (Lantai 2)
terima kasih atas perhatiannya.
Hari, tanggal : Rabu, 22 November 2006
Waktu : pk. 18.00-20.00
Ruang : R-202 (Lantai 2)
terima kasih atas perhatiannya.
Wednesday, November 15, 2006
Stop Press !!
Diberitakan untuk kuliah minggu ini, tanggal 18 November 2006, ditiadakan.
Penggantian akan dijadwalkan setelah ada keputusan dari Institusi.
Demikian, Terima kasih
Penggantian akan dijadwalkan setelah ada keputusan dari Institusi.
Demikian, Terima kasih
Apakah Zune bakalan menggantikan iPod?
Setelah Microsoft menggoyang Playstation Sony lewat XBox, sekarang iPod nya Apple mulai direcoki lewat produk baru Microsoft yang serupa bernama Zune. CEO Steve Ballmer sendiri yakin bisa mendobrak dominasi iPod meski saat ini iPod sudah menguasai 75% pangsa pasar di US. Sementara sejak dipasarkan tahun 2001, iPod sudah terjual hampir 70 juta unit di seluruh dunia.
Dengan harga yang relatif sama ditambah fitur radio FM dan kemampuan pemindahan lagu antara piranti, Zune yang direlease September lalu mulai dipasarkan minggu ini. Penjualan ini cukup meningkatkan harga saham Microsoft di Nasdaq (+ 11%)
Video dibawah ini mungkin bisa menggambarkan product Zune yang belum masuk ke Indonesia.
Dengan harga yang relatif sama ditambah fitur radio FM dan kemampuan pemindahan lagu antara piranti, Zune yang direlease September lalu mulai dipasarkan minggu ini. Penjualan ini cukup meningkatkan harga saham Microsoft di Nasdaq (+ 11%)
Video dibawah ini mungkin bisa menggambarkan product Zune yang belum masuk ke Indonesia.
Tuesday, November 14, 2006
Trafik Klasmaya November 2006
Di tahun 2005, saya pernah ulas trafik Klasmaya bulan Oktober 2005. Sekarang sudah lebih dari satu tahun, saya coba update untuk melihat kira-kira perubahan apa yang terjadi.
Distribution of visits during a week
Dibanding setahun lalu, relatif perubahan terjadi pada hari Senin sampai Rabu. Jika tahun lalu trafik tinggi hanya terjadi pada hari Kamis dan Jum'at sebagai persiapan kelas di hari Sabtu, untuk tahun ini, ada kecenderungan visit terjadi cukup merata dengan kisaran angka dari 18,1% di hari Senin sampai 14,9% di hari Kamis. Seperti biasa, hari Jum'at selalu menjadi hari favorit yang merepresentasikan "last check out".
Yang menarik, hari Sabtu yang setahun lalu tidak significant, tahun ini turut berkontribusi sebesar 7,8% disusul oleh hari Minggu di angka 5,2% yang sebelumnya 0%.
Page Views and Visits Chart
Meski demikian, trafik tahun 2006 yang diukur bulan ini sebagai sampling, relatif di drive oleh peningkatan pada minggu kedua November 2006 yang kemungkinan dipengaruhi issue Quiz semi UTS, seperti yang tampak pada tabel kedua.
Monday, November 06, 2006
041106 Class at a Glance (+ e-book of Dahan & Hauser)
Perkiraan kelar libur panjang akan dibahas tugas terkait “suara pelanggan” ternyata hasilnya mengecewakan, walhasil sessi minggu lalu “just an ordinary class” membahas materi dari bab-5 nya Dieter tentang “Concept Generation and Evaluation”.
Materi kuliah bisa di download di SINI.
Seperti yang sudah diinformasikan kemarin, minggu depan mohon dipersiapkan sessi Quiz yang mirip UTS. Bahan semua yang sudah di beri dari awal termasuk artikel di klasmaya ini.
Satu lagi terkait dengan materi Dahan and Hauser yang belum ngopy. Akhirnya alamat situsnya sempet ketemu (itu juga ga’ sengaja) di CIPD.
Ciao
Materi kuliah bisa di download di SINI.
Seperti yang sudah diinformasikan kemarin, minggu depan mohon dipersiapkan sessi Quiz yang mirip UTS. Bahan semua yang sudah di beri dari awal termasuk artikel di klasmaya ini.
Satu lagi terkait dengan materi Dahan and Hauser yang belum ngopy. Akhirnya alamat situsnya sempet ketemu (itu juga ga’ sengaja) di CIPD.
Ciao
Friday, November 03, 2006
Upload e-Book, part-1 Dieter Chap-13
Tadinya mau saya kasih judul Notes for next session 041006, tapi saya ragu untuk bisa dibahas besok, mungkin seperti rencana semula, pembahasan masih di materi Dahan Hauser yang sudah di share melalui salah satu flash disk partisipan.
Materi ini mungkin akan dibahas sekilas, toh menurut informasi, ada mata kuliah yang membahas konten ini secara khusus. Tapi karena terkait dengan evaluasi bisnis dalam Pengembangan Produk saya sengaja menyertakan file ini untuk disimak bersama. Aslinya satu file bab-13 ini berbobot kurang lebih 2 MB, untuk mempercepat akses saya bagi dua saja file tersebut. Bagian pertama bisa disimak di SINI.
Materi ini mungkin akan dibahas sekilas, toh menurut informasi, ada mata kuliah yang membahas konten ini secara khusus. Tapi karena terkait dengan evaluasi bisnis dalam Pengembangan Produk saya sengaja menyertakan file ini untuk disimak bersama. Aslinya satu file bab-13 ini berbobot kurang lebih 2 MB, untuk mempercepat akses saya bagi dua saja file tersebut. Bagian pertama bisa disimak di SINI.
Camp Samsung
Artikel Business Week ini cukup punya kaitan dengan materi Pengembangan Produk, khususnya untuk membayangkan bagaimana proses NPD di suatu perusahaan elektronik dunia.
To develop winning products, the Korean giant isolates artists and techies for months on end
By Moon Ihlwan
Business Week Online
JULY 3, 2006
Last June a group of 11 Samsung Electronics Co. employees pledged to do the last thing. most people desire just as spring bursts into summer: stay inside a drab room with small, curtained windows for the bulk of the next six weeks. The product planners, designers, programmers, and engineers had recently entered Samsung's so-called Value Innovation Program (VIP) Center, just south of Seoul. They were asked to outline the features and design of the company's mainstay flat-screen TV, code-named Bordeaux. And their bosses had vowed to keep them posted there until they had completed the assignment.
After an introductory ceremony attended by senior executives of Samsung's video division, the team joined a dozen or so similar groups at the VIP Center and got down to work. The facility is a sort of boiler room where people from across the company brainstorm day after day -- and often through the night. Guided by one of 50 "value innovation specialists," they study what rivals are offering, examine endless data on suppliers, components, and costs, and argue over designs and technologies. The Bordeaux team hammered out the basic look, feel, and features of the model by mid-August. Then over the next five months designers and engineers worked out the details, and by February the sets were rolling off Samsung assembly lines. They hit stores in the U.S. and South Korea this April, starting at about $1,300 for a 26-inch set. "For the first time in our company, we developed a TV appealing to customers' lifestyles," says Kim Min Suk, an official at Samsung's LCD TV Product Planning Group.
It's all part of a new mantra at Samsung: "market-driven change." In the past decade Samsung has radically improved the quality and design of its products. Yun Jong Yong, Samsung's 62-year-old chief executive, now wants the company to rival the likes of Microsoft Corp. (MSFT ) and IBM (IBM ) as a key shaper of information technology. By 2010 he aims to double sales, from $85 billion last year to $170 billion. The Korean giant, however, still isn't an innovation leader on the order of Apple Computer Inc. (AAPL ) or Sony Corp. (SNE ) in its heyday. Yun says Samsung has become "a good company," but "we still have a lot of things to do before we're a great company."
Yun insists that when it comes to manufacturing, his company is second to none. Yet in the Digital Age, when mechanical parts are replaced by chips, Samsung's well-run factories are no longer enough to make it stand out. He points to MP3 players as an example. Samsung rolled out its first players two years before Apple did. But Apple gave consumers the ultimate player -- the iPod -- and, with the iTunes software and Web site, an easy way to fill it with music. It's time for Samsung to start developing similar products, Yun says, that better serve customers. So far, "we don't have the power to deliver total solutions."
INCUBATION STAGE
How to make Samsung more innovative? One key initiative is the VIP Center. Yun set up the program in 1998 after concluding that as much as 80% of cost and quality is determined in the initial stages of product development. By bringing together everyone at the very beginning to thrash out differences, he believed, the company could streamline its operations and make better gadgets. In the past two years, though, the center's primary aim has shifted to "creating new value for customers," says Vice-President Lee Dong Jin, who heads the facility. Translation: Find that perfect balance of cost, innovation, and technology that makes a product great.
If it weren't such hard work, it might almost be fun. The center, at Suwon, Samsung's main manufacturing site, 20 miles from Seoul, is open 24 hours a day. Housed in a five-story former dormitory, it has 20 project rooms, 38 bedrooms for those who need to spend the night, a kitchen, a gym, traditional baths, and Ping-Pong and pool tables. Last year some 2,000 employees cycled through, completing 90 projects with names such as Rainbow, Rapido, and Rocky. Other products that have come out of the center include a notebook computer that doubles as a mobile TV, yet is thin and light enough to be carried in a handbag, and the CLP-500, a color laser printer that was built at the same cost as a black-and-white model. While some teams wrap up their work within weeks, other projects drag on for months, and all division leaders sign a pledge that participants won't return to their regular jobs until they have finished the project.
The Bordeaux team shows how the VIP Center works. The goal was to create a flat-screen TV that would sell at least 1 million units. But the team members quickly discovered that they had strongly differing opinions about what consumers want in a TV. The designers proposed a sleek, heavily sculpted model. Engineers wanted to pack in plenty of functions and the best picture and sound quality. Product planners were concerned primarily with creating something that would beat the offerings of Sharp Corp. (SHCAY ), then the leader in LCD TVs.
Every step of the way, team members drew what Samsung calls "value curves." These are graphs that rank various attributes such as picture quality and design on a scale of 1 to 5, from outright bad to excellent. The graphs compared the proposed model with those of rival products and Samsung's existing TVs. The VIP Center specialists also guided the team in discussions exploring ideas and concepts from entirely different industries, picking up hints about the importance of the emotional appeal in the offerings of furniture makers and Hollywood. "We wanted a curve resembling a wine glass, and a glossy back to make the TV fit in with other furniture," says designer Lee Seung Ho, who worked on the Bordeaux project.
One challenge the team faced: Surveys showed that shoppers buy a flat-screen TV as much for its look as a piece of furniture as for its technological muscle. Some members went to furniture stores to figure out what made buyers tick, and discovered that the design of the set trumps most other considerations. So the group started shedding function in favor of form, cutting corners on high-tech features to spend more to make a TV that looks good even when it's turned off. The control buttons were placed out of sight on the side, while the speakers were tucked under the screen to create a sleek, minimalist front underlined by a flat, curving V in blue or burgundy. The back and stand got the same high-gloss coating as the front. To keep costs down (part of that quest for value), Samsung removed a sensor that automatically adjusts the brightness to the light in the room and decided not to boost resolution to accommodate the latest high-definition standards. And with the speakers under the screen, the sound quality was lowered even as the TV's silhouette improved. "We tried to make sure consumers get maximum value for an affordable price," says Kim Dong Joon, one of several senior managers at the VIP center.
The initial response is encouraging. In the last week of May, Samsung inched ahead of Sony to become the No. 1 LCD TV brand in the U.S., garnering market share (in terms of value) of 26.4%, compared with Sony's 24.6% and Sharp's 8.2%, according to researcher NPD Group. In January, Samsung was No. 3, with just 12.1%. Yun now says he wants to become the top maker of digital TVs, including those using plasma and rear-projection technologies, in the U.S. this year.
Pretty grand ambitions. But Yun has a strong record of setting stretch goals and achieving them. Under hisstewardship, Samsung has transformed itself from an industry also-ran into the richest electronics maker in Asia. Now it could also become the coolest if Yun can reinvent Samsung one more time and get his engineers, designers, and marketers to dream up products such as the Bordeaux and really fire consumers' imaginations. It just might mean spending the summer inside.
To develop winning products, the Korean giant isolates artists and techies for months on end
By Moon Ihlwan
Business Week Online
JULY 3, 2006
Last June a group of 11 Samsung Electronics Co. employees pledged to do the last thing. most people desire just as spring bursts into summer: stay inside a drab room with small, curtained windows for the bulk of the next six weeks. The product planners, designers, programmers, and engineers had recently entered Samsung's so-called Value Innovation Program (VIP) Center, just south of Seoul. They were asked to outline the features and design of the company's mainstay flat-screen TV, code-named Bordeaux. And their bosses had vowed to keep them posted there until they had completed the assignment.
After an introductory ceremony attended by senior executives of Samsung's video division, the team joined a dozen or so similar groups at the VIP Center and got down to work. The facility is a sort of boiler room where people from across the company brainstorm day after day -- and often through the night. Guided by one of 50 "value innovation specialists," they study what rivals are offering, examine endless data on suppliers, components, and costs, and argue over designs and technologies. The Bordeaux team hammered out the basic look, feel, and features of the model by mid-August. Then over the next five months designers and engineers worked out the details, and by February the sets were rolling off Samsung assembly lines. They hit stores in the U.S. and South Korea this April, starting at about $1,300 for a 26-inch set. "For the first time in our company, we developed a TV appealing to customers' lifestyles," says Kim Min Suk, an official at Samsung's LCD TV Product Planning Group.
It's all part of a new mantra at Samsung: "market-driven change." In the past decade Samsung has radically improved the quality and design of its products. Yun Jong Yong, Samsung's 62-year-old chief executive, now wants the company to rival the likes of Microsoft Corp. (MSFT ) and IBM (IBM ) as a key shaper of information technology. By 2010 he aims to double sales, from $85 billion last year to $170 billion. The Korean giant, however, still isn't an innovation leader on the order of Apple Computer Inc. (AAPL ) or Sony Corp. (SNE ) in its heyday. Yun says Samsung has become "a good company," but "we still have a lot of things to do before we're a great company."
Yun insists that when it comes to manufacturing, his company is second to none. Yet in the Digital Age, when mechanical parts are replaced by chips, Samsung's well-run factories are no longer enough to make it stand out. He points to MP3 players as an example. Samsung rolled out its first players two years before Apple did. But Apple gave consumers the ultimate player -- the iPod -- and, with the iTunes software and Web site, an easy way to fill it with music. It's time for Samsung to start developing similar products, Yun says, that better serve customers. So far, "we don't have the power to deliver total solutions."
INCUBATION STAGE
How to make Samsung more innovative? One key initiative is the VIP Center. Yun set up the program in 1998 after concluding that as much as 80% of cost and quality is determined in the initial stages of product development. By bringing together everyone at the very beginning to thrash out differences, he believed, the company could streamline its operations and make better gadgets. In the past two years, though, the center's primary aim has shifted to "creating new value for customers," says Vice-President Lee Dong Jin, who heads the facility. Translation: Find that perfect balance of cost, innovation, and technology that makes a product great.
If it weren't such hard work, it might almost be fun. The center, at Suwon, Samsung's main manufacturing site, 20 miles from Seoul, is open 24 hours a day. Housed in a five-story former dormitory, it has 20 project rooms, 38 bedrooms for those who need to spend the night, a kitchen, a gym, traditional baths, and Ping-Pong and pool tables. Last year some 2,000 employees cycled through, completing 90 projects with names such as Rainbow, Rapido, and Rocky. Other products that have come out of the center include a notebook computer that doubles as a mobile TV, yet is thin and light enough to be carried in a handbag, and the CLP-500, a color laser printer that was built at the same cost as a black-and-white model. While some teams wrap up their work within weeks, other projects drag on for months, and all division leaders sign a pledge that participants won't return to their regular jobs until they have finished the project.
The Bordeaux team shows how the VIP Center works. The goal was to create a flat-screen TV that would sell at least 1 million units. But the team members quickly discovered that they had strongly differing opinions about what consumers want in a TV. The designers proposed a sleek, heavily sculpted model. Engineers wanted to pack in plenty of functions and the best picture and sound quality. Product planners were concerned primarily with creating something that would beat the offerings of Sharp Corp. (SHCAY ), then the leader in LCD TVs.
Every step of the way, team members drew what Samsung calls "value curves." These are graphs that rank various attributes such as picture quality and design on a scale of 1 to 5, from outright bad to excellent. The graphs compared the proposed model with those of rival products and Samsung's existing TVs. The VIP Center specialists also guided the team in discussions exploring ideas and concepts from entirely different industries, picking up hints about the importance of the emotional appeal in the offerings of furniture makers and Hollywood. "We wanted a curve resembling a wine glass, and a glossy back to make the TV fit in with other furniture," says designer Lee Seung Ho, who worked on the Bordeaux project.
One challenge the team faced: Surveys showed that shoppers buy a flat-screen TV as much for its look as a piece of furniture as for its technological muscle. Some members went to furniture stores to figure out what made buyers tick, and discovered that the design of the set trumps most other considerations. So the group started shedding function in favor of form, cutting corners on high-tech features to spend more to make a TV that looks good even when it's turned off. The control buttons were placed out of sight on the side, while the speakers were tucked under the screen to create a sleek, minimalist front underlined by a flat, curving V in blue or burgundy. The back and stand got the same high-gloss coating as the front. To keep costs down (part of that quest for value), Samsung removed a sensor that automatically adjusts the brightness to the light in the room and decided not to boost resolution to accommodate the latest high-definition standards. And with the speakers under the screen, the sound quality was lowered even as the TV's silhouette improved. "We tried to make sure consumers get maximum value for an affordable price," says Kim Dong Joon, one of several senior managers at the VIP center.
The initial response is encouraging. In the last week of May, Samsung inched ahead of Sony to become the No. 1 LCD TV brand in the U.S., garnering market share (in terms of value) of 26.4%, compared with Sony's 24.6% and Sharp's 8.2%, according to researcher NPD Group. In January, Samsung was No. 3, with just 12.1%. Yun now says he wants to become the top maker of digital TVs, including those using plasma and rear-projection technologies, in the U.S. this year.
Pretty grand ambitions. But Yun has a strong record of setting stretch goals and achieving them. Under hisstewardship, Samsung has transformed itself from an industry also-ran into the richest electronics maker in Asia. Now it could also become the coolest if Yun can reinvent Samsung one more time and get his engineers, designers, and marketers to dream up products such as the Bordeaux and really fire consumers' imaginations. It just might mean spending the summer inside.
Wednesday, November 01, 2006
WiFi Gadget-nya Sony, sebuah perbandingan
Selepas presentation day sessi-1 saya pernah mengulas tentang gadget assignment dengan apa yang sedang di develop oleh perusahaan elektronik raksasa Sony. Untung artikel ini masih kesimpan di HD saya yang ada bagusnya disajikan disini sebagai perbandingan dengan apa yang sudah dipaparkan tempo hari lalu.
Sekilas tidak banyak berbeda dengan apa yang kalian bayangkan, ada fitur Instant Messaging Internet browser, atau media player dan storage-nya, meski fitur VoIP yang jadi salah satu andalan malah kelewat. Tapi yang menarik, fitur game yang dominan dibenak partisipan justru malah tidak muncul dalam produk ini.
Sony To Launch a New Kind of Wireless Handheld for IM, Other Internet-Based Communications
By Associated Press
SAN FRANCISCO (AP) -- Hoping to tap into the growth of wireless networks across college campuses, other public spaces and within homes, Sony Corp. will announce Tuesday a new pocket-sized gadget for instant messaging and other Internet-based communications.
The Sony mylo, slated for availability in September at a retail price of about $350 (euro270), is a first-of-its-kind product that uses Wi-Fi networks, analysts say. It is not a cellular phone and thus does not carry monthly service fees. And though it could handle Web-based e-mail services, it does not support corporate e-mail programs.
Instead, the slim, oblong-shaped gizmo that has a 2.4-inch (6-centimeter) display and slides open to expose a thumb keyboard is specifically geared toward young, mainstream consumers for messaging and Internet-based calls, commonly known as VoIP (Voice over Internet Protocol) calls.
As long as a Wi-Fi network is accessible, a mylo user could chat away or browse the Web.
The mylo -- which stands for ''my life online,'' -- will be marketed toward 18- to 24-year-olds, the multitasking generation that relies heavily on instant messaging and is already viewing e-mail as passe, Sony said.
The consumer electronics giant has partnered with Yahoo Inc. and Google Inc. to integrate their instant-messaging services, and is looking to expand mylo's support to other services as well, most notably the leading messaging provider, Time Warner Inc.'s America Online.
Sony has also teamed with eBay Inc.'s Skype VoIP service, which offers free voice chats for its registered users.
The so-called personal communicator doubles as a portable media player. It can play music, photos and videos that are stored on its internal 1 gigabyte of flash memory or optional Memory Stick card. It also can stream songs between mylo users within the same network, as long as the users grant permission to share their music files.
Sony is betting that mylo will draw great interest not just among college students but also among households where youngsters might be fighting over the use of a computer just for chatting or Web surfing.
''Our mylo personal communicator lets you have the fun parts of a computer in the palm of your hand,'' said John Kodera, a director of product marketing at Sony.
Sekilas tidak banyak berbeda dengan apa yang kalian bayangkan, ada fitur Instant Messaging Internet browser, atau media player dan storage-nya, meski fitur VoIP yang jadi salah satu andalan malah kelewat. Tapi yang menarik, fitur game yang dominan dibenak partisipan justru malah tidak muncul dalam produk ini.
Sony To Launch a New Kind of Wireless Handheld for IM, Other Internet-Based Communications
By Associated Press
SAN FRANCISCO (AP) -- Hoping to tap into the growth of wireless networks across college campuses, other public spaces and within homes, Sony Corp. will announce Tuesday a new pocket-sized gadget for instant messaging and other Internet-based communications.
The Sony mylo, slated for availability in September at a retail price of about $350 (euro270), is a first-of-its-kind product that uses Wi-Fi networks, analysts say. It is not a cellular phone and thus does not carry monthly service fees. And though it could handle Web-based e-mail services, it does not support corporate e-mail programs.
Instead, the slim, oblong-shaped gizmo that has a 2.4-inch (6-centimeter) display and slides open to expose a thumb keyboard is specifically geared toward young, mainstream consumers for messaging and Internet-based calls, commonly known as VoIP (Voice over Internet Protocol) calls.
As long as a Wi-Fi network is accessible, a mylo user could chat away or browse the Web.
The mylo -- which stands for ''my life online,'' -- will be marketed toward 18- to 24-year-olds, the multitasking generation that relies heavily on instant messaging and is already viewing e-mail as passe, Sony said.
The consumer electronics giant has partnered with Yahoo Inc. and Google Inc. to integrate their instant-messaging services, and is looking to expand mylo's support to other services as well, most notably the leading messaging provider, Time Warner Inc.'s America Online.
Sony has also teamed with eBay Inc.'s Skype VoIP service, which offers free voice chats for its registered users.
The so-called personal communicator doubles as a portable media player. It can play music, photos and videos that are stored on its internal 1 gigabyte of flash memory or optional Memory Stick card. It also can stream songs between mylo users within the same network, as long as the users grant permission to share their music files.
Sony is betting that mylo will draw great interest not just among college students but also among households where youngsters might be fighting over the use of a computer just for chatting or Web surfing.
''Our mylo personal communicator lets you have the fun parts of a computer in the palm of your hand,'' said John Kodera, a director of product marketing at Sony.
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