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Google + YouTube = GooTube?
Companies That Can Change The World
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Shades of Ancient Rome in Call Centres
Mobile Business Studio
Jobs with Bonds - Not the best Bond
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Unbound Compute for Enterprise Java
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Phishing - Online fraud
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Gartner's 2005 predictions for Asia-Pacific
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Outsourcing: A global Phenomenon
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Using Linux in Embedded Systems
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IT outsourcing results in net US job growth
Encore for i-flex solutions
Aviva makes IT investment in efficiency
RIL announced unaudited results for the nine months
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Hughes Software Systems showcases Triple Play Capability
SAP Advances CRM Market Share in Asia-Pacific
AMD's new bag of chips
SARS gives India IT a cold
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It's got under my skin
IT czars say business as usual
DNA Outside the Gene
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Ahoy, Space Ahead!
A Tale of Two Protocols
NAScent Leader: Storage Networking
Is Small the next Big Thing
Zero tolerance for downtime
VC Tree is still Green
Innovation @ the speed of thought
Silicon Valley's jobless rate 7.9 per cent
Beefing up Product Development
Unwiring the Enterprise: Wireless Lans
How is India Inc Surviving?
Bullish run for India chip industry
Next networking evolution
Indian handhelds come of age with Kaii
Digital Dividend for farmers
No full stops in IT
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Where is the job market heading?
Offshore projects help companies buck downtrend
Annual performance review
Fingertip Computing: Smart world of web services
Diary of a Start-Up
Sinha fails to walk the talk
Return of the Native
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High volumes, low margins is IT's new reality
Performance on par: Infosys Q3 results
2001: Bitter-sweet pill
Markets, family decline Fiorina's offer
Growing power of back office boys
Vision Software
Professional clubs anchor techies
Honesty is the best downturn cure
Other India and The Road Ahead
Braving the Taliban's guns
India Inc. heaves at US' Onward India mantra

Broken promises: H-1B work contracts

Bye Uncle Sam, Europe's
H-1B workers feel pinch of US downturn
Pink slips make H-1B workers see red
Complete text of Budget 2001
Why Indian techies can laugh away slowdown fears?
Give your career a start-up boost
Stop b******* about the US Consulate
Why IT pros prefer US to Europe?

Google + YouTube = GooTube?

What happens when the world's most successful search engine purchases the largest online video sharing website in the market? A lot of people were quick to answer "GooTube!", but post the $1.65 billion Google-YouTube purchase analysts have rubbished any such possibilities. In fact, according to the terms outlined in the agreement, YouTube will continue to operate independently within Google, in an effort to preserve the site's spirit and brand.

Though there may not be any immediate effect on the YouTube name (some have pointed out that Google may change it over time), the deal certainly has implications on both the internet giants, competitors and others. explores…

For Googlers and YouTubers

As a part of the same empire, the "natural partners" will offer a "compelling media entertainment service" according to Google CEO Eric Schmidt. Users will have a "better, more comprehensive experience" when they upload, watch, and share videos. The move also gives more opportunities to professional content owners to display their work to larger audiences…after all, Google and YouTube are merging their expertise to create what could potentially be the biggest video network on the web!

For Google and YouTube

According to YouTube comes with a lot of baggage in terms of lawsuits for hosting copyrighted material. Google's lawyers have a lot on their plate. Google and YouTube both must work with content producers to either prevent copyright content from appearing on their video web sites or to pay for the right to host the content. Without such deals in place, the content companies are likely to sue the operators for copyright infringement, much like they've done with most of the early digital music sites.

However, under Google's wings, YouTube is less likely to be sued over copyright as the former has both, its technical and deal negotiating resources in place to make things work, something that YouTube lacks as it is a much smaller company.

For Competitors

YouTube has a 45 percent share of the online video market, which is more than its top four competitors combined--social networking site MySpace (2nd) with more than 20 percent market share, followed by Google Video with about 10 percent and Yahoo Video and MSN Video with 6 percent share each.

For Google's competitors, the acquisition poses a lot of questions. What's in it for them? Should they build up on their existing video services? Should they also follow in Google's footsteps? Even if they were to, there are no potential parties for them to go after or consider, though analysts do think that smaller video networks like Guba or Revver, whose values have gone up after the purchase of YouTube, might get picked up in a reactionary move.

For Advertisering Revenue

The question still remains-can the popularity of online video translate into advertising sales? For Google it most probably will. Besides Google having the technical and legal know-how, infrastructure and bandwidth to cut costs, YouTube currently does run AdSense and almost 99% of Google's total revenue comes from AdSense. For players like Microsoft and Yahoo getting a foothold in contextual advertising market without the brand recognition and a sufficient volume of traffic it will be difficult.

They have arrived!

YouTube will retain its distinct brand identity, continue to be based in San Bruno, CA, and all 67 YouTube employees will remain with the company and with Google's technology, advertiser relationships and global reach, YouTube will continue to build on its success as one of the world's most popular services for video entertainment where as Google has just entered the online video business big time.

We just have to wait and watch! (Pun intended!)

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