People did notice and complained loudly. Blog posts proclaimed Google's failure. Twitter jittered with tweets. Lattes languished undrunk on office desks as workers muddled through life without Gmail.

As a consequence of Google's problems, business Web sites that depended on services like Google Analytics took twice as long to load on average and were twice as likely to fail, according to Web infrastructure management company Gomez. And among online retailers, transactions took four times as long as usual to complete.

Google was quick to apologize. Senior VP of operations Urs Hoelzle explained the situation on the Official Google Blog. He said that a routing error had sent some of the company's Web traffic to Asia, causing a bottleneck that affected 14% of Google's users.

The company that grew out of business.com -- a search engine used by businesses to find products and services -- is now on the auction block, and could fetch anywhere between $300 million and $400 million, according to people familiar with the matter.

Closely held business.com is expected to attract a host of interest from the likes of media companies such as Dow Jones & Co. and New York Times Co., these people said. Requests for comment from Business.com and the New York Times were not returned yesterday evening. Dow Jones, publisher of The Wall Street Journal, declined to comment.

Business.com does the kind of things publishers are trying to do more of: Drive readers to spend money with merchants who will pay a bounty for the traffic.

Their interest shows how, well into the Internet age, media companies are still eager for properties that can deliver online revenue and growth. Business.com, Santa Monica, Calif., has 2007 earnings before interest, taxes, depreciation and amortization of about $15 million, the people familiar with the matter said, with its online traffic growing by 50% in the first quarter of 2007, compared with the year earlier.

There is, however, something going on that has the potential to change that, and quickly. Not coincidentally, a team of core developers from Netscape's early days is now developing the equivalent of a virtual world browser for MMOs. Called Multiverse, the company includes the same portentous entrepreneur noted above: Bill Turpin. His team includes Netscape veterans known throughout Silicon Valley, if not the world at large: Rafhael Cedeno and Robin McCollum, who built critical Netscape server technology still in use today, and co-creators of RSS; Jeff Weinstein, who coded the world-changing SSL; and Corey Bridges, Navigator product manager who then went on to launch companies like Netflix and Zone Labs. On the entertainment side, ex-physics major and film director/producer James Cameron, of Terminator and Titanic fame, has thrown his lot in with Multiverse, joining its board of advisors.

Their plan is to provide virtual world creators the client, server, and development tools to create an MMO world. The entire technology platform is free for non-commercial use, so academics are paying nothing to create economic, architectural, sociological and other simulations. For-profit enterprises would pay royalties, but only when their games or other applications collect money from consumers, not before.

This is significant because, until now, creating a complex virtual world required tens of millions of dollars in initial development costs alone. The Multiverse technology, currently in beta-testing, claims to lower the cost of virtual world production to a fraction of its current stratospheric level. For many purposes, such as personal online spaces, there would be no cost at all.

According to research from Nielsen/NetRatings, people are buying cutting-edge technology but often don't understand the terms that describe what their device actually does.

So while 40% of online Britons receive news feeds, 67% did not know that the official term for this service was Really Simple Syndication.

Terms such as podcasting and wikis are still meaningless to many.

"In the relentless quest for the next big thing when it comes to new forms of digital consumption, there is a significant tendency for the industry to over-estimate consumer's knowledge and understanding of the seemingly limitless new terms and products out there," said Alex Burmaster, internet analyst with Nielsen/NetRatings.

The Pew report on the future internet surveyed 742 experts in the fields of computing, politics and business.

More than half of respondents had a positive vision of the net's future but 46% had serious reservations.

Almost 60% said that a counter culture of Luddites would emerge, some resorting to violence.

The Pew Internet and American Life report canvassed opinions from the experts on seven broad scenarios about the future internet, based on developments in the technology in recent years.

By 2020 an increasing number of people will be living and working within "virtual worlds" being more productive online than offline, the majority of the respondents said.

Ben Detenber, an associate professor at Nanyang Technological University, responded: "Virtual reality (VR) will only increase productivity for some people. For most, it will make no difference in productivity (i.e., how much output); VR will only change what type of work people do and how it is done."

In launching comScore World Metrix, the company announced that 694 million people, age 15+, used the Internet worldwide from all locations in March 2006, representing 14 percent of the world’s total population within this age group. This number marks the first worldwide universe estimate based on a consistent methodology across all countries.

Notably, comScore World Metrix includes measurement of the major Asian countries, including China, Japan, India and Korea, which represent nearly 25 percent of the total worldwide online population (or 168.1 million users), and which, in the aggregate, are 11 percent larger than the U.S. (152 million users).

Google charges users nothing to search the internet; neither does Yahoo nor Microsoft MSN. E-mail? Instant messaging? Blogging? Free. Skype, the Luxembourg-based company that is now a multibillion-dollar division of Ebay, offers free VOIP - Voice Over Internet Protocols - telephone calls worldwide. San Francisco-based Craigslist provides free online classified advertising around the world.

In America, the Progressive insurance group gives comparison-minded shoppers free vehicle insurance quotes from its competitors. Innumerable financial service companies offer clients free tax advice, online bill payments and investment research. Michael O'Leary, Ryanair's colourful founder, predicts his discount carrier may soon offer free tickets to his cost-conscious euro-flyers.

Of course, Milton Friedman, the Nobel economist, is right: just as "there's no such thing as a free lunch", there is also no such thing as a "free innovation". These "free" offerings are all creatures of creative subsidy. Free search engines have keyword-driven advertisers. Financial companies use cash flow from profitable core businesses to cost-effectively support alluringly "free" money management services. Ryanair counts on the lucrative introduction of in-flight gambling to make its "free tickets" scenario a commercial reality. Innovative companies increasingly recognise that innovative subsidy transforms the pace at which markets embrace innovation. "Free" inherently reduces customer risk in exploring the new or improved -- and bestows competitive advantage. To the extent that business models can be defined as the artful mix of "what companies profitably charge for" versus "what they give away free", successful innovators are branding and bundling ever-cleverer subsidies into their market offerings. The right "free" fuels growth and profit. Technology has successfully upgraded King Gillette's classic "razor & blades" business model.

1. Develop a backup schedule.
   Back up your data daily or at minimum weekly.
   
   
2. Back up everything.
   Today you can easily back up all of your hard drive data. No need to spend time sorting through every file or folder. Invest in a storage solution that's twice the size of your internal hard drive, to give your system room to grow.
   
   
3. Do it automatically.
   Set it and forget it. Use a solution that's easy to set up and provides automatic backups.
   
   
4. Rotate backups.
   Give yourself added protection incase of an earthquake, fire, flood, or theft. Use two drives and rotate one offsite.
   
   
5. Don't procrastinate.
   Unfortunately, the need to back up data is often a lesson learned from a bitter experience. Don't let it happen to you. Protect yourself!

While it is true that big companies buy domain names to prevent cyber-squatters, there is no point on squatting on a domain that has no services attached to it, so Google might be up to something. Again.

Across the globe, it's the same story. In France, DSL service that is 10 times faster than the typical United States connection; 100 TV channels and unlimited telephone service cost only $38 per month. In South Korea, super-fast connections are common for less than $30 per month. Places as diverse as Finland, Canada and Hong Kong all have much faster Internet connections at a lower cost than what is available here. In fact, since 2001, the U.S. has slipped from fourth to 16th in the world in broadband use per capita. While other countries are taking advantage of the technological, business and education opportunities of the broadband era, America remains lost in transition.

Today, major cable companies and DSL providers control almost 98 percent of the residential and small-business broadband market. This trend is the direct result of FCC policies that fail to encourage real competition among broadband providers, giving free rein over the market to the cable and DSL giants. The corporate giants are also vigorously fighting to stop cities and towns from building "Community Internet" systems -- affordable, high-speed broadband services funded in part by community groups and municipalities -- even in places where the cable and DSL companies themselves don't offer service. Yet, like rural electrification projects in the early 20th century, today's Community Internet projects offer the best hope of achieving universal broadband service.

Home Web use continues to skew toward more affluent, younger and educated demographics. Both computer ownership and Web use are lower in households comprised of seniors, among blacks and Hispanics and among households comprised of people with less than a high school education.

Conversely, nearly all households earning over $100,000 -- 95 percent -- own at least one computer, and 92 percent are online. In homes earning under $40,000, the online figure plummets to 41 percent.

Of the 45 percent of households without Web access in 2003, the most common reasons given were: "don't need it/not interested (39 percent); and costs too much" or "no computer/computer inadequate" (each 23 percent). Two percent cited Web access elsewhere. Issues of privacy, child safety and security concerns were rarely cited, each accounting for only one percent of the reasons.

The AOL job cuts, which fall in line with similar cuts made periodically over the last few years, reflect a dropping user base that has been driven by a number of factors, Grey Consulting founder and principal analyst Maurene Caplan Grey told the E-Commerce Times.

The analyst, who doubted increased user savvy was behind the cuts, indicated a recent instant messaging deal for interoperability between Microsoft and Yahoo may have also contributed to the job cuts, and further subscriber loss is likely to increase the chances of an acquisition.

Grey added that, although its user base is dropping, AOL still retains a substantial subscriber base of millions, which may be attractive, particularly to the ever-expanding Google.

Pew's May 2005 survey indicated that 53 percent of Americans get online with high-speed connections, up 3 percent since December 2004, but described by Pew as a "statistically insignificant increase" that is likely to remain flat or even drop further in the near future.

Analysts attribute the slowdown to a saturation of users, and a reluctance of today's dial-up Internet users to pay more for bandwidth that they don't necessarily need.

"The issue is that the remaining pool of dial-up users today is a different demographic category," author of the report and Pew research director John Horrigan told the E-Commerce Times. "A couple years back, you had people making the bit-per-buck calculation, where the dial-up wait was costly in time, and prompted them to switch. The existing pool of dial-up users is not accessing as many bits."

You could find some evidence in the quarterly numbers reported by AT&T and Level 3. Ma Bell noted that ita data revenues (long haul) business declined 10.2% from the prior-year second quarter as a result of pricing pressure and technology migration. That’s not as steep as 30% declines a few years ago. Level 3, reported communications revenue of $342 million in the second quarter. Out of that the transport business was $122 million, down only $3 million from the second quarter sales in that specific business of $119 million. Not concrete evidence, but looks like the eye of the storm might finally have passed over bandwidth providers.

Yet this cooperative force may spread beyond such easily shared commodities as information, knowledge, and media. People are starting to use the Net to pool tangible goods as well. In a sense, Skype enables people to share computer hardware. Thanks to the Web's ability to serve as a meeting ground and scheduling coordinator, it's becoming economical to share cars, for example. Services such as Zipcar Inc. and Flexcar let members use the Net to reserve one of a fleet of autos in crowded cities, almost on demand, for an hourly fee.

What's driving all this togetherness? More than anything, an emerging generation of Net technologies. They include file-sharing, blogs, group-edited sites called wikis, and social networking services such as MySpace and Meetup Inc., which has helped everyone from Howard Deaniacs to English bulldog owners in New York form local groups. Those technologies are finally teasing out the Net's unique potential in a way that neither e-mail nor traditional Web sites did. The Net can, like no other medium, connect many people with many others at the same time.