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Sunday, December 30, 2007

The nanodisks can form a physical pattern,

Nanodisk Codes
Researchers at Northeastern University have devised a way to use billionth-of-a-meter-sized disks to create codes that could be used to encrypt information, serve as biological labels, and even tag and track goods and personnel.
The nanodisks can form a physical pattern, similar in concept to a barcode, as well as a spectroscopic code, meaning it can exhibit a specific, unique response to electromagnetic radiation, or light, depending on the type of molecule (or molecules) attached to the disks—in other words, how the disks are “functionalized.”

Nanostructures can be ideal for encoding. Their small size allows them to be hidden easily in a variety of materials and objects, and scientists' ability to easily tailor their physical and chemical properties makes it possible to design nanostructures for specific coding functions.

In a paper describing this work, published in a recent edition of Nano Letters, the researchers, led by Northeastern chemist Chad Mirkin, describe how the nanodisks can form physical binary codes. The group started with nanorods made of gold and nickel and, using a method they developed, carved disks out of each rod. The disks are created in twos, with up to five pairs created per rod.

Each of the five disk-pair locations along the rod can correspond to a “0” or a “1,” depending on whether that location is occupied by a disk pair. For example, if only one disk pair is present, and it is situated at the third location, that code is read as 00100. If two disk pairs are present, at the fourth and fifth locations, the code is 00011.

“This is a rapid, low cost way of making many unique nanostructures that can identified and read based upon high sensitivity spectroscopic techniques,” Mirkin said to “It's a beautiful example of how the ability to shape and control the size and surface composition of a nanostructure can translate into significant technological advantages.”

The group has made nanodisk arrays as long as 12 micrometers (millionths of a meter), which can support as many as 10 disk pairs, yielding 287 physical nanodisk codes.

The researchers increased the codes' usefulness by functionalizing them with a class of dye molecules called chromophores. This makes the codes spectroscopically active, allowing each to emit a unique light spectrum when illuminated by an exterior light source, typically a laser beam.

Due to the physical and spectroscopic codes they can exhibit, the nanodisks are particularly suited for biological tagging, a method of tracking and detecting individual biological materials, such as DNA. The researchers proved this by attaching pieces of single-stranded DNA to the surfaces of the nanodisks in a 11011 code. Each of these strands was complementary to half of a “target” DNA strand—the strand being tagged. The other half of the target strand was complementary to a “reporter” strand, rendered spectroscopically active with dye. The overall structure formed a three-strand “sandwich,” with the target strand in the middle.

The group also created a similar sandwich structure using a different reporter strand and a 10101 code, and then mixed the two samples. They were able to successfully detect and distinguish between the unique spectrums emitted by both reporter molecules.

Nanodisk Codes

We report a new encoding system based upon dispersible arrays of nanodisks prepared by on-wire lithography and functionalized with Raman active chromophores. These nanodisk arrays are encoded both physically (in a "barcode" pattern) and spectroscopically (Raman) along the array. These structures can be used in covert encoding strategies because of their small size or as biological labels with readout by scanning confocal Raman spectroscopy. As proof-of-concept, we demonstrate their utility in DNA detection in a multiplexed format at target concentrations as low as 100 fM.

An interview with Symantec CEO thompson "no Vista for me"

Symantec name goes with security,they achieved it,Software newsmaker Coming off a good quarter for Symantec's consumer businesses, CEO John Thompson warns against viewing Windows Vista as a solution to security woes.

Symantec ended 2006 with three months in which revenue for its consumer business grew 24 percent year over year. The company is planning to release its new flagship security tool, Norton 360, in the coming weeks and has a new identity management product, Norton Identity Manager, lined up as well.

On the enterprise side the news isn't that rosy. Symantec has also revisited its plans to enter the identity management space and ceded to the many players already on the market. Identity management software identifies users of a system and controls their access to resources by associating rights and restrictions with a particular identity.

There are vultures in the sky over Symantec. Along with Microsoft, technology giants including EMC, IBM, Oracle and Cisco Systems are eying parts of Symantec's business. Thompson, however, in a recent interview with CNET, said his company is fearless, though it may need to execute better on its strategies.

Q: Have you installed Vista?
Thompson: No, I have not. I see no need for it for what I do online today. The machine that I use is the one provided by our company, and we have not made a commitment to migrate to Vista and therefore there is no reason for me to use Vista.

Microsoft says you have to buy Vista because it makes you much safer online than XP, or any of its previous operating systems. Do you believe that?
Thompson: Consumers should not be confused. Vista is not a security solution. Vista is an operating system, and Vista provides some very important advances from Microsoft's perspective and for the industry's point of view on building a more stable, more reliable, more secure operating platform, but people still need the efficacy that comes with the products that Symantec and others in the industry build, and so we should not be confused by the marketing rhetoric with what Vista is. It's a hopefully much better product than XP or any of its predecessors, but it's not a security solution.

Antivirus and firewall products, which you sell--they're considered a first line of defense, but they're also considered outdated. Are you keeping up with the times?
Thompson: It would be naive to say they're outdated. Locks were invented for doors in the homes that we live in many, many years ago. They're no longer the last line of defense, they are the first line of defense, and people still buy more advanced locks, hence more antivirus, more firewalls. As the value of the assets that you have in the physical world goes up, so does the need to change the protection that you put around those devices, or those assets. And that is clearly the case in the digital world as well, and so antivirus and firewalls will continue to be the first line of defense. We'll have to be smarter about delivering new capabilities and new functions there for proactive defense as opposed to reactive defense, but you'll also have to layer other kinds of technologies on to deal with new threats around fraud and identity management and all of those.

You've said that managing user identities is one of the most pressing challenges that face enterprises today. You've said that identity management is in an area where Symantec might acquire a company. Where are you at when it comes to that?

Thompson: Identity management has to be parsed based upon whose identity you are trying to protect. At the corporate level, there is no shortage of solutions that corporations have tried to deploy for years to solve this identity management problem, so I just don't think that's an area where Symantec should expend its resources.

However, on the consumer side, I think there is more that Symantec can do with its broad consumer client footprint that would allow us to deliver an identity management solution that would give consumers confidence in their online experience. So we'll concentrate there.

It seems that your position on identity management has changed.
Thompson: Yes, a year or so ago we were really studying the opportunity, and we looked long and hard at what our entry point would be. And we looked at a number of technologies that we had in our own portfolio or things that we could acquire, and when we kind of stepped away from it and did the customer validation side, what customers said was, look, we already have something, we haven't fully deployed it, we haven't deployed it because the management of the key infrastructure around identities is so complex, and so we don't need help there at all.

Yet when you go and you ask consumers: "What are you worried about?" They're worried about phishing, identity theft, online fraud, all things that are undermining their confidence in doing more and more online. So we think there's a place where we can make a difference.

At the Demo conference recently you showed off an early version of a product called Norton Identity Manager. What is the purpose of that product?
Thompson: The Norton Identity Client is focused on the idea of helping a consumer have, let's say, single-use credit card numbers where they can go to an online site, facilitate a transaction, but not have to worry about having their credentials visible to the world at large. It's a one-time use phenomenon. Or being able to validate a site as being a legitimate site, knowing that the bank or the e-tailer that I'm interacting with is who I thought I was interacting with.

When I read some of the description of Norton Identity Manager it also made me think of Microsoft Passport. You suggest people use their Norton accounts to pay for online shopping, for example. Passport failed. Is Norton Identity Manager different?
Thompson: Well, there may be some techniques and technologies that are similar, but I think there are two fundamental things that are different. One, it's a different moment in time. When Microsoft attempted Passport the market wasn't quite ready for that. People didn't perceive that there was a problem that needed to be solved by Microsoft. Two, and perhaps more important, they didn't trust the company that wanted to offer the solution. So technology without trust is going to flounder, and that's what essentially happened with Passport.

You just ended a disappointing quarter, yet your consumer business appears to be very strong. How come that's going gangbusters?
Thompson: We've always had a view that it's always difficult to compete with Microsoft's marketing. It's much easier to compete with their products, and I think that's reflected in the performance of Norton Internet Security in the marketplace right now. It's a terrific product and it's cleaning Microsoft's clock around the world as well as others in the industry as well.

You've mentioned Microsoft as one of the big guns and you've also said Oracle, IBM, EMC, Cisco have all awoken to the reality that security is an essential element of today's business. Do you have any fear that any of these big guys are going to take your business?
Thompson: Fear? We are fearless at Symantec! The notion that somebody who doesn't have the same experience that we have, that doesn't have the same human capital invested in the security world that we do, doesn't have the strength of its relationship with customers and partners around the world, or doesn't have the technology portfolio that we do, can come in and take this away from us--I don't think that's the case, and therefore there's no reason for us to be fearful of anyone. If anything, we need to sharpen our own execution to make sure that our missteps don't create openings or opportunities for competitors that we created as opposed to they created.

About Symantec
Business Overview Worldwide HeadquartersSymantec Corporation 20330 Stevens Creek Blvd.
Cupertino, CA 95014
+1 408 517 8000
+1 408 517 8186 fax Fact Sheet (pdf)At a GlanceFounded in April 1982
IPO on June 23, 1989
More than 17,500 employeesProfileEnterprises and consumers need to keep their infrastructures up and running 24x7. They need to be able to access information anytime and anywhere. That means that their critical systems must be up and running all the time.

Therefore, it is important that they protect the physical systems, the operating environments, and the applications – across all tiers of their infrastructure. They must protect a broad range of information types – from email to business documents to digital photos to audio and video files. And, they must ensure that the interactions – the connections, the collaborative environments, and the movement of data while in use – are protected.

Symantec is focused on helping customers protect their infrastructures, their information, and their interactions. Headquartered in Cupertino, Calif., Symantec has operations in 40 countries.
Market Categories Consumer Products
Enterprise Security
Enterprise Availability
Services Senior Management TeamSymantec's leaders bring decades of diverse experience and a history of success. Combining business acumen with technical savvy, these executives guide more than 17,000 talented employees to create innovative products and solutions that enable customers around the world to have confidence in their infrastructure, information and interactions.John W. Thompson
Chairman and Chief Executive Officer
James Beer
Executive Vice President, Chief Financial Officer

Mark Bregman
Executive Vice President, Chief Technology Officer

Greg Butterfield
Group President, Altiris Business Unit

Janice Chaffin
Group President, Consumer Business Unit

Art Courville
Executive Vice President, General Counsel and Secretary

Greg Hughes
Group President, Global Services

Tom Kendra
Group President, Security and Data Management Group

Rebecca Ranninger
Executive Vice President, Chief Human Resources Officer

Enrique Salem
Group President, Worldwide Sales and Marketing

David Thompson
Executive Vice President, Chief Information Officer
Geographic LeadersJohn Brigden
Senior Vice President, Europe, Middle East, and Africa Geography

Bernard Kwok
Senior Vice President, Asia Pacific and Japan Geography

Bill Robbins
Senior Vice President, The Americas Geography
Board of DirectorsJohn W. Thompson
Chairman and Chief Executive Officer
Michael Brown
Former Chairman of the Board and Chief Executive Officer, Quantum Corporation

William (Bill) Coleman
Founder, Chairman of the Board, and Chief Executive Officer, Cassatt Corporation

Frank E. Dangeard
Chairman and Chief Executive Officer, Thomson S.A.

David Mahoney
Former Co-CEO of McKesson HBOC, Inc. and CEO of iMcKesson LLC

Robert S. Miller
Chairman and Chief Executive Officer, Delphi Corp.

George Reyes
Chief Financial Officer, Google

Daniel H. Schulman
Chief Executive Officer, Virgin Mobile USA

Paul Unruh
Paul Unruh, Former Chief Financial Officer and Vice Chairman, Bechtel Group, Inc.

Year in review 2007 :Tech titans on the defensive

How technology growing ? fast or fastest? yes fasted. in technology war every moment is calculative, everymoment is new,
Industry superpowers found themselves struggling this past year to adapt to a fast-changing technology business that was seemingly about to leave them behind.

Even a perennial leader, such as Sony, found itself on the defensive. In the aftermath of a massive computer battery recall, challenges in the game player market, and consumer uncertainty related to the standards battle over high-definition DVD players, the pressure was on CEO Howard Stringer. But Sir Howard, stiff upper lip and all, told CNET that he was sticking with his plan.

Microsoft was another bellwether tech company that faced a transition year. With co-founder Bill Gates making a slow-motion exit, the company was betting on the strength of its newly released Vista operating system and the popularity of its game console to help maintain its momentum. But as Gates told us, he still has plenty left on his plate before he finishes shifting from a full-time Microsoft worker to a part-timer.

To be sure, Vista's uptake proceeded apace, but whatever technical advances it featured only elicited grudging acknowledgment from security software makers. One of the more prominent, Symantec CEO John Thompson, warned against viewing Windows Vista as a solution to security woes. He wasn't buying Microsoft's argument that the "new and improved" Windows made computer users more secure than they were with Windows XP. Even though his critique included a fair dollop of self-interest, Thompson eagerly awaited a year in which corporations had finally awakened to the reality that security was an essential element of today's business.

Oddly enough, that bit of conventional wisdom seemingly was ignored by Uncle Sam. The role of cybersecurity czar had been left empty for more than a year. But in February, Homeland Security chief Michael Chertoff appointed Greg Garcia to the post. One important difference between Garcia and his predecessors: he also holds the title of assistant secretary, an elevated position that comes with more power than any of his predecessors.

And what summary of 2007's key themes would be complete without mentioning Web 2.0? This was the year in which Web 2.0 backers convinced the corporate types that it was the real deal.

Web 2.0 did quickly become a terribly overused umbrella term, but the effects of Web 2.0 technologies were quite real, forcing changes in the world of media--digital and print. No less a "big media" personage than former Disney CEO Michael Eisner decided to roll the dice on a new Web video studio for the production and distribution of online video content.

Another one-time headliner from the world of old media, Dan Rather, reappeared on the scene--this time in a new career working with Marc Cuban's HDNet. The irony was all the more striking as Rather left his job as CBS News anchor in disgrace after bloggers triggered a dustup over his report on President Bush's military record. But as Rather told, he was adapting quickly to his new role and to the new definitions governing the world of journalism, writ large.

Perhaps no issue at the intersection of science and technology garnered more attention than climate change. The topic continues to get a lot of critics' dander up. Still, a long-awaited panel of experts assembled by the United Nations concluded that there exists a strong link between human-made carbon emissions and global climate change. We spoke with Stanford scientist Terry Root to find out what that presages for the human race.

What Root and other scientists are saying probably is music to the ears of folks like Frank Bowman. The CEO of the Nuclear Energy Institute and a retired Navy admiral, Bowman represents a constituency that likely figures to become a key part of any discussion about alternative energy.

No such environmental troubles concerned the increasing number of cyberdenizens inhabiting Second Life. But as virtual reality entered the popular lexicon and Second Life swelled with new addicts, some of the newbies left their real-world manners at home. The object of their ire was a Chinese businesswoman named Ailin Graef, whose cyberinterview with was sabotaged by a 15-minute digital barrage of flying body parts and doctored porn images. That episode soon made it onto YouTube and ignited a celebrated debate over the proper limits of the Digital Millennium Copyright Act.

Sony discontinue with rear rear-projection TV

Sony said on Thursday it would stop making rear-projection televisions, becoming the latest company to distance itself from a technology once seen as a promising rival of LCD and plasma displays in the flat-TV marke., it was dropping its money-losing rear-projection TV business worldwide to focus on flat-panel technologies.

In October, Sony lowered its global sales forecast for rear-projection TVs, which use a projector to create images on large screens, to 400,000 from 700,000, which is down from 1.1 million the previous fiscal year.

By contrast, Sony expects to sell 10 million liquid-crystal-display TVs this fiscal year through March, up from 6.3 million the previous year.

Earlier this month, Sony began selling an 11-inch TV that uses a relatively new but expensive flat-panel technology called organic light-emitting diode. The set, called the XEL-1, measures just 3 millimeters, or 0.12 inches, thick and delivers clear, vivid images.

Toyota Hybrid

The A-BAT is smaller than the Toyota Tacoma pickup and has a four-foot bed. But the concept uses tricks such as a sliding roof panel and fold-down mid-gate to be capable of carrying tall loads or the truck manliness standard of the four-by-eight-feet sheet of plywood.

For more storage, there are lockable drawers in the walls of the truck bed and a large drawer that slides out from underneath the truck bed.

The A-BAT rides on a unibody platform, a departure from standard pickup procedure.

Styling is marked by a thick C pillar, and wheels pushed to the corners of the truck's footprint. The truck's design comes from Toyota's Calty studio in California.

The A-Bat's shape was inspired by the silhouette of the Toyota Prius, Calty Project Creative Director Matt Sterling said in a statement.

Also inspired by the Prius is the concept truck's powertrain--a four-cylinder gasoline engine mated to Toyota's hybrid system.

Inside the A-BAT are seats for four. But the rear pair of seats can fold down, or slide into a storage compartment to create extra cargo room. The top surface of the instrument panel is lined with solar power cells to generate electricity for the concept's portable navigation system.

Overall length: 181.3 inches

Overall width: 74.4 inches

Overall height: 64.0 inches

Wheelbase: 112.2 inches

Bed length: 48.0 inches

Bed length with midgate down: 72.0 inches

Bed length with midgate and tailgate down: 96.0 inches

The design brain trust of the world's most successful auto company is discreetly tucked away in a leafy suburb of Newport Beach, Calif. Toyota's (TM) Calty design and research facility sits inconspicuously at the end of a sleepy Orange County cul-de-sac. Surrounded by fountains and gardens, the studio radiates a monastic calm broken only by the sound of children playing in the yard of a nearby grade school.

Despite the Zen-like atmosphere, designers here have been brewing up creative disruption on four wheels for decades. Since it was established in 1973, Calty has served as the Japanese giant's crucial toe-hold in the American auto market. The studio has created some of the company's boldest and best-selling vehicles, including the 2005 Scion xB and the 2001 Highlander SUV. Now, Toyota's American designers are at it again.

On Jan. 13 the company will take the wraps off yet another vehicle that could have embattled American automakers scrambling to catch up. A new concept truck, dubbed A-BAT, will make its debut in the heart of the U.S. auto industry at the 2008 North American International Auto Show in Detroit. And there's a twist: The tough-looking pickup packs a hybrid gas-electric power supply to reduce emissions and improve fuel economy.

The sleek vehicle is roughly the size of Toyota's smallest SUV, the RAV4, despite looking much larger thanks to an oversize front grill and rough-and-tumble body design intended to delight truck aficionados. But in a marriage of red- and blue-state values, the truck was conceived as a gas-electric model. The truck's cabin is shaped like a trapezoid, as is the company's flagship gas-electric, the Prius, with which it shares the Hybrid Synergy Drive system. "People gravitate towards sporty," says Matt Sperling, a designer with Calty. "If you inject utility into that, we think it's win-win."

Pickup Truck Wars
Earlier this year, Toyota overtook General Motors (GM) in global auto sales for the first time. And 2007 was a banner year for Toyota's truck division in the U.S., as it introduced a redesigned full-size pickup, the Tundra, intended to compete with the last reliable profit centers of American manufacturers. On top of rave press reviews, the vehicle earned the coveted Truck of the Year award from Motor Trend magazine in December, 2007.

According to Automotive News, Tundra sales for the first 11 months of 2007 were up nearly 37%, to 177,336 vehicles, over sales of the previous model in the same period in 2006. Sales of GM and Chrysler Group's competing trucks were flat. Ford (F) suffered double-digit declines, though it still sold some 635,000 units of its flagship F Series pickup.

The new A-BAT would potentially extend the ongoing dogfight into other segments of the U.S. truck market. The vehicle is a compact truck that would fit into the company's lineup below the Tundra and midsize Tacoma, which has grown in size over the years. The smaller A-BAT could prove popular with young buyers looking for a fuel-efficient but versatile vehicle. Erich Merkle, vice-president for forecasting at Grand Rapids (Mich.) automotive forecasting firm IRN, says: "Such a vehicle is a real genre-buster, and that could leave competitors behind if the concept becomes a production vehicle."

Risky Business
On the face of it, producing the A-BAT might seem counterintuitive. After all, the market for small trucks has languished in recent years. A dearth of products has been punctuated by lackluster, infrequently updated models. Merkle forecasts that U.S production of small and midsize trucks will continue to dive, dropping from current levels by some 28%, to 458,000 vehicles in 2009.

"Other makers are ditching the category, but we see an opportunity," says Andrew MacLachlan, a senior strategic planner with Toyota. "If oil doesn't go below $90 a barrel in the foreseeable future, this could be where trucks are heading."

Unlike other flat-bed pickups, the A-BAT would likely be built on a car platform, improving fuel economy, safety, and handling. Its small size, versatility, and hybrid power plant would set it apart from anything on the market or upcoming products from major manufacturers. "This is classic Toyota," says Merkle. "They're positioning themselves ahead of the curve, preparing products for a generation of consumers that is still coming up."

Certainly, growing environmental concerns, new government regulations, and the high cost of fuel have created interest in smaller cars, with new introductions in that category by nearly every major automaker in the past 18 months. Most have been microsedans. The next frontier, analysts and designers say, is smaller vehicles shaped like wagons, vans, SUVs, and—perhaps—pickup trucks. "This is our vision," says Calty senior designer Daryl Harris.

To Be Determined
The new vehicle is also another important symbol of how seriously Toyota takes the U.S. auto market. Calty designers say the idea for the truck came out of "blue sky" brainstorming sessions held at an off-site workshop in March, 2006. "This was the first design project that didn't start with a directive from Japan," says Ian Cartabiano, a project chief designer. "It was literally 'let's think more broadly about what this country needs'." Of course, despite the U.S. focus, if the vehicle did well, it could be transferred to other markets.

Whether or not the A-BAT makes it to market remains to be seen. However, the Calty team behind the new concept has a strong track record, reflected in a parking lot packed with vehicles that were created there. The studio was responsible for the Toyota FTX concept truck, which eventually became the new Tundra. Its FJ Cruiser, a boyish 4x4 with Tonka-truck looks, was so popular with the public when it was unveiled as a concept in 2003 that Toyota scrambled to send it to production. "We've had a lot of success with previous concepts," says Alan Schneider, a project chief designer. "We hope [the A-BAT] has the same impact as the FJ."

Despite Toyota's reputation as a green technology leader, the A-BAT would not be the first hybrid pickup on the market. At the Los Angeles Auto Show in November, GM introduced an advanced hybrid version of its Silverado full-size pickup. But GM's track record in the hybrid market is spotty. A so-called mild-hybrid version of the 2005 Silverado sold dismally, and analysts don't expect the company to sell more than 30,000 units annually.

If any manufacturer has the green gravitas to make a small, economical hybrid a hit—even a pickup—it is surely Toyota. Calty's track record would suggest nothing less.

Is iPod Killing Blockbuster?

Technology war is rising the top, here is everyday fact that if one sstart a new and upgraded service for tech user other is falling harm. its enjoying for the tech user but very tuff to handle for tech developer.
Forget the cavernous big box stores that laid waste to the retail landscape a decade ago. Apple Chief Executive Steve Jobs' tiny iPod has turned his company into a category killer for the digital era--first wiping out music stores and now, potentially, the corner video store.
Starting in mid-January, the Cupertino, Calif., computer and gadget maker will take on Blockbuster (nyse: BBI - news - people ) and Netflix (nasdaq: NFLX - news - people ) by renting movies from Fox on its iTunes digital media store, according to a report first published in the Financial Times earlier this week.
While older models of the iPod--and its low-end iPod Shuffle--can't play digital video, the gadgets now have a proven record of disruption, with customers bypassing record stores to tap into illegal distribution networks, along with Apple's (nasdaq: AAPL - news - people ) iTunes music store, to fill the up their devices.
The result: Sales of CDs fell more than 30% to 614.9 million units last year from a peak of 881.9 million in 2000, according to the Recording Industry Association. Once sprawling chains, such as Tower Records, have shuttered.
Apple, however, isn't the first major tech company to offer digital video rentals. Amazon rents movies to users of PCs and TiVos via its Unbox service. Microsoft (nasdaq: MSFT - news - people ) is even offering digital movie rentals on its XBox 360 game console. Neither company, however, poses the same threat to DVD rental companies as Apple, which has an installed base of more than 100 million digital media devices that consumers carry in their pockets.
Since Apple first began offering video content in its store two years ago, Jobs has expanded the company's video offerings. The weak link: the AppleTV set-top box effort. Some industry observers estimate that the device has sold fewer than 1 million units since it went on sale earlier this year, so video rentals could surely revive the effort.
Despite Apple's movie rental push, Blockbuster and Netflix won't disappear tomorrow. They likely will continue to slug it out in the business of renting digital video discs. Blockbuster has moved to counter the threat from Netflix, which mails movies to customers who queue up their orders online, with a Web-based service of its own. Netflix, meanwhile, allows customers to rent digital movies for their PCs.
Still, their days might be numbered: The iPod has killed before. It will kill again.
Shares of Netflix sagged 2.19% to $26.85 in Friday trading. Shares of Blockbuster fell 1.03% to $3.86. Apple rose 0.40% to $199.37.

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