[Gudang Artikel] Contoh Undangan Pengantin Berbahasa Jawa

Kali ini masamru ingin berbagi contoh undangan pernikahan versi bahasa jawa yang pernah mampir ke tempat masamru. Bahasanya lumayan berbobot dan halus. Asal undangan dari daerah Jawa Timur. Simak saja undangan berikut ini:

Hal 1:

Sedhahan / Undangan

Ahad Wage , ................................. 2012

Alamat Pelaksanaan Acara

Mugi Katur Dhumateng

Bapak/ Ibu/ Sedherek :

____________________________

Nyuwun Pangapunten menawi wonten

kalintunipun panyeratan nami, alamat & gelar.

 Hal Pembuka

…………………, Nopember 2013

Pamuji Rahayu

Rinenggeng kamulyaning Gusti Ingkang Amurbeng Gesang sayekti mahanani

Kalampahing sedya nambut silaning akrami :

Kanjeng Gusti Putri Ayu

Putri Bapak ……………………….. & Ibu ……………………….

Alamat Putri

Kaliyan

Raden Mas Putra Ganteng

Putra Bapak……………… & Ibu ……………………

Alamat Putra

Dhaup Suci / Ijab Qobul :

Ing dinten ……………., Surya Kaping …………….. 2013

Wanci tabuh 07.30 WIB

Panggenan wonten ing ……………………………..

Upacara Panggih :

Ing dinten ……………. , Surya kaping ………………. 2013

Wanci tabuh 10.00 WIB

Panggenan wonten ing ………………………..

Bismillahirrohmanirrohim

Assalamu'alaikum Warahmatullahi Wabarakatuh

Winantu sagunging pakurmatan

Kanthi lumaraping nawala sedhahan, minangka sesulih pisowan kula

wonten ing ngarsa panjenengan, sinartan nyadhong berkahing Gusti

Ingkang Maha Linangkung, kula sabrayat hanggadhahi pangangkat

badhe ngawontenaken syukuran tuwin pawiwahan

dhauping Sri Pangantin anak kula

Ing dinten ……………, Surya kaping …………….. 2013

Wanci tabuh 10.00 – 11.00 WIB

Panggenan wonten ing …………………………

Jl……………………………

Satuhu badhe damel bombing saha mongkoging manah kula sabrayat, bilih dangan ing penggalih saha sepen ing sambekala Bapak/ Ibu kepareng rawuh hangestreni saha paring berkah pangestu dhumateng anak kula Sri Panganten supados dados kulawarga ingkang Sakinah, Mawaddah, Warohmah, bagya tuwin mulya ing donya prapteng delahan. Amin.

Wasana kula sagotrah sanget hangajeng-ajeng menggah ing karawuhan panjenengan saha hangaturaken agunging panuwun miwah nyuwun lumbering pangaksami sadaya kekirangan dalah kalepatan kula.

Nuwun.

Wassalamu'alaikum Warahmatullahi Wabarakatuh

Atur taklim kula

Kulawarga                                 Kulawarga

Bapak …………………                       Bapak………………..

Ibu ……………….                      Ibu …………………..

Gusti Ayu & Mas Ganteng

Untuk tata letak silahkan anda atur sendiri ya...

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Posting oleh Blogger ke Gudang Artikel pada 12/31/2012 02:31:00 AM

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[Gudang Artikel] SYUKUR ADALAH SUKSES

Rasa Syukur manusia tidaklah cukup untuk mengganti nikmat yang diberikan oleh Allah SWT kepadanya. Setiap nafas yang kita hirup adalah nikmat yang tak ternilai harganya, sangat tinggi namun diberikan gratis oleh Sang Maha Pencipta.

Allah telah menjanjikan kepada hamba-hamba yang bersyukur, pasti akan ditambah nikmat kepadanya.

SYUKUR ~ SUKSES

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Posting oleh Blogger ke Gudang Artikel pada 12/27/2012 04:37:00 PM

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Why New Year's Resolutions Don't Work

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LAST WORD | Steve Tobak

Making warm and fuzzy promises to yourself doesn't work. Here's what does.

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Every year around this time you can find gazillions of articles about New Year's resolutions and planning. They usually take one of five forms:

1. Some inspirational feel-good stuff that lulls you into a euphoric sense that everything's going to be just fine without you having to lift a finger.

2. Some self-important person's resolutions, which you should care about because, well, because he's a very, very important man.

3. What someone's crystal ball says you should do next year because it'll make you happy, prosperous, or both.

4. A "how to" guide for coming up with the top 10 world's greatest best ever resolutions of all time that are guaranteed to work.

5. Why you're dumb for even thinking about it.

As you might have guessed, I don't think any of that's a very good idea. Want to know what I think? Okay, but here's a heads up. It's got nothing to do with personal productivity, personal branding, social media, or trendy diets. And there's no conventional wisdom, myths to bust, or catchy sound bites either.

Still with me? Great.

What I think you should do is this. I think you should do what every successful company does. Pick a time of year, any time of year, it really doesn't matter when, and do some planning. Doing it annually is a good idea, annually with quarterly updates is even better.

It's a little bit different depending on whether you run a sizeable company, a small business, or just yourself, but it's not that different. You can even call it whatever you want, but here's more or less what it should consist of:

- Goals

- Strategies you're going to employ to achieve your goals

- Budget plan

- Implementation plan (optional)

That's it. No more, no less. Of course, to come up with this stuff, you've got to do some homework first. I usually recommend that companies take a look at the big picture first. It's always best to plan within the context of market trends, competitive intelligence, and of course, that all-important capital picture.

In other words, how can you possibly know what goals are reasonable; which strategies are likely to bear fruit; or what your expenses, profit margins, revenues, and cash flow are likely to be unless you take that stuff into account? That's right, you can't.

See how easy that is? Now, if you run a company I'm sure none of this is news to you. If it is, then hang on. I'll come back to you in a minute.

If you're a small business owner, there's probably a 50-50 chance you've seen this sort of thing before. Not sure if you have to do it? Got it all in your head? Okay, fine. Go ahead and wing it. Roll the dice. If that works for you, great. If not, you might want to bookmark this URL -- you may need to refer to it next year.

If it's just you and you're wondering how this relates to you personally, that's easy. Everyone should have goals. If you don't know where you're going, I guarantee you're not going to get there. And you're not going to achieve anything without at least having some idea of how you're going to go about doing it. Lastly, of course, nothing's free. If everyone did at least basic level budgeting, nobody would be in financial trouble. Really.    

Other than that, you're pretty much on your own. Oh yeah, almost forgot. If you run a company and all this planning stuff is like a foreign language, then you, my friend, need to get some help. I'm sure there are plenty of books you can read or business consultants out there who would be happy to guide you. Find one. Now.

While nobody has a crystal ball that can tell you how things will turn out next year, there's one thing I can tell you for sure. If you don't do some basic annual planning, sooner or later, you're not going to have to worry about running a business anymore because you're not going to have one. No kidding.

Almost forgot. Here's wishing you all a happy, healthy and prosperous 2013. Happy New Year, everyone!

Steve Tobak is a management consultant, executive coach, and former senior executive of the technology industry. He's managing partner of Invisor Consulting, a Silicon Valley-based strategy consulting firm. Contact Steve, follow him on Facebook, Twitter, or LinkedIn. @SteveTobak

Eric Markowitz 28 Dec, 2012

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Scott Harrison: From Nightclub Promoter to Entrepreneur

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Starting Over & Starting Up: Scott Harrison

Scott Harrison went from being an addict to founding charity: water, a group with a mission to give people access to clean drinking water around the world.

The charity: water founder talks about his troubled youth and how he started over.

Roots: 'How I Fell Into Founding a Charity'10:02

Scott Harrison spent years as a nightclub promoter drinking, doing drugs and gambling before turning his life around and founding a charity.

Mission: 3 Big Ideas That Changed the Business of Charity11:48

Scott Harrison talks about how he created a new model for charity: water to provide a better experience for donors.

Scale: 'All You Have to Do Is Ask'13:28

Charity: water founder Scott Harrison talks about how simply asking people to help his cause grow at a rapid pace.

• 

  HIGHLIGHTS From Nightclub Promoter to Entrepreneur2:15

• 

  ROOTS 'How I Fell Into Founding a Charity'10:02

• 

  MISSION 3 Big Ideas That Changed the Business of Charity11:48

• 
  
• 

  SCALE 'All You Have to Do Is Ask'13:28

  Go to Inc. Live for More Episodes

Eric Markowitz 28 Dec, 2012

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'Operate for a Slowdown Going-Forward'

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Michael Alter, president of SurePayroll, explains how you can prepare for the so-called fiscal cliff, the combination of automatic tax increases and budget cuts.

You Just Watched
How I Did It: Tim Gimbell, The LaSalle Network

 

Eric Markowitz 28 Dec, 2012

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Dennis Crowley: 'Our First Instinct Was That We Broke Something'

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The Foursquare co-founder describes how he adjusted the app in response to the way people used it (differently than he expected).

You Just Watched
How I Did It: Tim Gimbell, The LaSalle Network

 

Eric Markowitz 27 Dec, 2012

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4 Ways to Protect Your Assets From Your Great Ideas

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ENTREPRENEURIAL FINANCE | Bill Harris

By all means, pour everything you have into that brilliant idea. But don't drain your assets.

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Whether you are in launch mode or a decade into running your venture, you know toe dipping won't cut it; entrepreneurial success requires diving into the deep end of the pool. You have to go large. Everyone else can go work for someone else.

I'm all for an all-in entrepreneurial focus--except when it means investing (and leveraging) everything you have into the business. Draining retirement accounts to get up and running. Using a home equity line of credit to smooth over cash-flow hiccups. These are the kinds of moves that leave you dangerously unprotected and underdiversified.

I've spent the past 20 years running finance and tech start-ups. The smartest investment you will ever make as a founder? It's the important dollars you leave off the table--so they are there for your personal security.

Go all in with effort, not your net worth. My latest venture, Personal Capital, provides financial advice to affluent investors. Diversification is always the first thing I preach. Smart people know the principle--but a lot of them forget it the day they decide to start a business. Until you have $1 million or more in safe assets, don't invest more than 50 percent of your net worth in your business. If you're contemplating a start-up, maybe that means taking on investors or holding on to a current job while you get your venture up and running. For anyone with an established company, that can mean pulling money out of the business and investing it elsewhere. Low-cost exchange-traded funds provide you both diversification and a lot more liquidity than your business.

Find a partner. There are some start-up scenarios in which you're better off avoiding outside investors. But destroying your personal financial security to do so is not a risk worth taking. If your business needs more money than you can safely supply, find a partner. In order of preference, find a venture capitalist, an angel investor, a friend or family member who has enough assets to put some at risk, or a banker who will make a loan to the business without a personal guarantee from you. Ideally, find someone who believes in you and your business and wants to be a long-term adviser.

Cordon off a cash cushion. I am not talking about a credit card line of credit or a business line of credit; that's illusory liquidity that can be yanked at any moment--a fact anyone in business in 2008 can attest to. You need a separate personal cash account that can cover your or your family's living costs for at least six months, and better yet a year. It can be a bank or brokerage account. Just make sure it is not easily linked to your business accounts. You want it to be difficult to funnel personal money to your business. Eliminate that temptation.

Focus on your primary business: family. The expectation of every entrepreneur is that the business will pay for all sorts of family needs. Save for retirement? Nah; your plan is to eventually sell the business to take care of that. Tuck money away for the kids' college (and graduate school) costs coming down the highway in a few years? Nope; you'll just take more out of the business when you need it. But what if when you want to retire is not an ideal time to sell, or you end up selling for less than you anticipated?

The smarter approach is to pay yourself enough from the get-go that you can sock away money for your long-term goals. Try a low-cost 401(k) for you and your employees to save for retirement and a low-cost 529 savings plan for your kids' college costs. Might those savings become superfluous if your business grows as you intend? Let's hope so. But you know full well your business carries risk. They all do. You should be passionate about making sure your family is insulated from that risk.

Bill Harris, CEO of Personal Capital, was formerly CEO of PayPal and also Intuit, the makers of Quicken, QuickBooks and TurboTax. He founded numerous financial technology and security companies, and served on the boards of RSA Security, Macromedia, SuccessFactors, GoDaddy and EarthLink.

Eric Markowitz 28 Dec, 2012

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Meet the Latest Start-up to Take on Space

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Eric Markowitz | Inc.com staff

Golden Spike, a start-up founded by the former chief of NASA's space and earth science programs, has plans to reach the moon by 2020.

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A half-century ago, the Space Race was fought between nations. Today, that battle has a decidedly scrappier feel, with start-ups leading the charge.

One recent entrant is the Golden Spike Company, a Boulder-based start-up that plans to offer human expeditions to the moon. Earlier this month, the company announced that it would begin shuttling manned crews to the moon by 2020. There's only one small catch: The price of admission is about $1.4 billion for two passengers.

Unlike more consumer-focused space exploration missions, like Richard Branson's Virgin Galactic--which will take passengers into sub-orbital spaceflight for $200,000--Golden Spike's founder says its company's clientele will be comprised mainly of governments and corporations.

"We can give countries an expedition to surface of the moon for two people," Alan Stern, the co-founder of Golden Spike and NASA's former chief scientists told Wired. 

Stern believes that firms already operating within the private spaceflight industry have created the basic technology that makes commercialized space travel a possibility. Now, according to the company mission, "Golden Spike will exploit these advances, and others in the late stages of development, for commercial use, to offer human expeditions to the Moon at prices comparable to robotic flagship missions."

Though the start-up has declined to offer information about its financing, its team of scientists, venture capitalists, and politicians is impressive. Among those listed on its board includes Esther Dyson, the NewSpace investor and venture capitalist, Jeff Ashby, a former NASA space Shuttle commander, and Newt Gingrich, former U.S. Speaker of the House.

Golden Spike is hardly the first start-up in the last several years to make space travel and a lunar landing its mission.

Planetary Resources, a Seattle-based start-up founded by former Google executives, formed in 2010 to "expand Earth's natural resource base." The company's mission is straight from a sci-fi playbook: they are developing tools to mine asteroids.

Moon Express, commonly refereed to as MoonEx, formed in 2010, and plans to send missions to the moon by 2015. The company, based out of NASA's research lab in Mountain View, California is led by Naveen Jain, Barney Pell, and Robert D. Richards. The founders and its 15 employees are gunning to win Google's $20 million Lunar X Prize, which will be awarded to the first company to safely reach the moon.

But the most entrenched start-up in the space travel industry is perhaps SpaceX, a company formed in 2002 by Elon Musk, the PayPal co-founder and creator of the Tesla Motors. For the last decade, SpaceX has been developing commercially viable rockets to launch customers into space. This week, the company successfully tested its Grasshopper rocket, which rose to 131 feet, hovered, and safely landed.

Why do entrepreneurs seem so suddenly enthralled by the prospect--and potential value--of space exploration? According to Alan Stern, it comes down to one basic economic principle: there will be a huge market for it.

"We're not just about America going back to the moon; we're about American industry and American entrepreneurial spirit leading the rest of the world to an exciting era of human lunar exploration," Stern said in a statement. "It's the 21^st century, we're here to help countries, companies, and individuals extend their reach in space, and we think we'll see an enthusiastic customer manifest developing."

Eric Markowitz reports on start-ups, entrepreneurs, and issues that affect small businesses. Previously, he worked at Vanity Fair. He lives in New York City. @EricMarkowitz

Eric Markowitz 28 Dec, 2012

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Start-up Funding: Where to Start

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What's the best source of capital for your company? Every option comes with pros and cons, so weigh them carefully.

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My digital marketing company recently decided to start mentoring other start-ups. I've done a bit of this informally over the years but I decided to make it more official and actually incubate another venture--I know how much mentoring helped me in the early days of Ciplex. In the process, which you'll probably hear more about in future posts, I've been reminded of the importance of getting the funding question right. It's too easy to simply assume your first task is to pitch the nearest VC--when venture capital might be the last thing your company needs.

To get more insight, I recently spoke with some funding experts: Malcolm Cowley, founder of buy.at and Performance Horizon Group; Matt Winnick, managing partner of Endgame Partners; and Slava Rubin, founder and CEO of Indiegogo.

Self-Funding

I reached into my own pockets when I decided to start Ciplex. Whether you have ample assets or don't believe in borrowing money, there are many reasons to self-fund. Cowley pointed out what is probably the most appealing reason: You remain completely in control of your business. You can make all the decisions and are free to do as you please.

But it comes with a major risk entrepreneurs often overlook. If you go the self-funded route you may miss out on the valuable guidance of experienced venture capitalists, Cowley says. It's just you and your potentially insular way of thinking.

Friends & Family

If you have a group of confidants among your friends and family who are willing to help with some of your expenses, this can be an appealing option. It's probably the option on this list that offers the most flexibility and patience. Winnick warns, however, that borrowing from your loved ones requires strong relationships to weather the inevitable ups and downs and not ruin your next Thanksgiving.

Crowdfunding

Crowdfunding--potentially one of the best new tools helping the economy--lets just about anyone make a difference by contributing money to the innovations and businesses they feel deserve it.

One of the greatest things about crowdfunding is its ability to validate an idea within the marketplace, which is an essential step to determine the future of your business, says Rubin. But be realistic: It's more complicated than simply slapping together a Kickstarter or Indiegogo page. Understand that a successful campaign requires a significant amount of time and dedication to get the backing you need--and then to fulfill the orders you've promised and not squander the good will you've garnered.

Sweat Equity

Although easily overlooked, exchanging a share of ownership for someone's contributions is a form of funding. It certainly isn't appropriate for every business, but like other options, it comes with its own pros and cons.

One benefit of sweat equity is that you don't have the pressure of someone else's funds driving your expectations. Also, if you succeed, you still retain the largest possible share in your venture. The obvious drawback, of course, is that this isn't the route to cold, hard cash upfront and it's unlikely to jumpstart your growth.

Angel Investors

If your company doesn't need a large round of funding, an angel investment may be more appropriate. You'll retain more day-to-day control of your business than you would with VC funding. Cowley recommends first investigating what kind of visions and ROI goals potential angels have, and make sure your own goals align.

Venture Capital

The world of venture capital offers larger amounts of funding as well as access to a plethora of resources. Every start-up can benefit from mentorship from highly connected and intelligent individuals, Winnick says. But not every entrepreneur is comfortable giving up some control and strategic vision in exchange. Make sure you are before you pursue this route.

Government Grants

Because this form of potential funding is generated by tax dollars, expect lots of rules governing who can apply. In most cases, federal and state governments don't provide grants for simply starting a business, although you may qualify for research and development grants.

Bank Loans

At one time, entrepreneurs often started their search for funding at the bank. Good luck with that nowadays. Post-recession, the lending climate is still extremely tight for first-time business owners. Many choose to take out a personal loan and line of credit if they cannot receive one in their business name.

Accelerators And Incubators

Accelerators and incubators are a great way to get young businesses off the ground--all while gaining access to resources and mentorship. Typically, an accelerator acts as a jump-starter for your company, offering work space, mentorship, and a modest cash investment. Incubators are good for entrepreneurs who are still fleshing out a business idea, as they usually include a longer period of time to get your feet on the ground, Winnick says.

Choosing the right funding for your business shouldn't be just a shot in the dark. When I was starting my company, I spent a significant chunk of time weighing funding options before taking the plunge--and you should too.

Which form of funding did you use to start your business?

Ilya Pozin founded his first company, Ciplex, at age 17. The digital marketing and creative agency caters to small businesses and start-ups. @ilyaNeverSleeps

Ilya Pozin 27 Dec, 2012

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4 Non-negotiable Traits of a True Entrepreneur

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THE LONG VIEW | Mehdi Maghsoodnia

Successful founders are as different from each other as they are from everyone else. Except they all, without fail, share these four indispensable traits.

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You say you want to start a company, but do you really think you have what it takes? You may be a detail-oriented geek or a visionary, a hyper-active multi-tasker or an obsessive, and have an equal chance of success. But there are certain character quirks that entrepreneurship simply demands. After building startups myself and investing in many others over the past 20 years, I hold these four traits to be non-negotiable.

1. You must be up for an adventure.
Starting a company or investing or joining a startup is like embarking on a four-week backpacking journey with enough food for one week. You don't know where you or your company will be a year out; you don't know how many people will be with you. You have to be comfortable with uncertainty. You should a clear vision on the end point, but the journey is very unknown.

Look back at the times in your career when the future has been uncertain. Were those the times that you thrived? Were you the irrationally positive person in the room? Were you the one firing up the team when everying seemed bleak? If you were not, let me say this: You at least have to be smart (and honest!) about your shortcomings, then hire someone who can do that for you.

As an investor, I prefer to see an entrepreneur who can do a little bit of everything without stressing when things fall outside his or her comfort zone. But I also recognize that a crack team of founders can be just as effective (if not more effective) than a one-man show.

2. You have to be patient.
Success will not happen overnight. This may be hard to believe if you're constantly reading tech blogs, in which it seems to be gospel that billion-dollar valuations come to everyone who shows up. But the fact is, the companies that have endured took years to build. Starbucks opened in 1971, and eight years later they still had only operated a handful of stores. Spotify has been around since 2008. Amazon took 9 years to turn a profit.

You need to understand that the problems truly worth solving, the big industry problems, will not be wrapped up neatly in a year or two. It may take decades, and you will almost definitely have to make many adjustments to your initial vision. You'll have to persevere through unfavorable conditions. But if you don't easily discourage, you will always have a better chance of succeeding.

3. You can't be a perfectionist.
This is not a business where you will be able to spend all of your time and energy fixing one problem.

Good entrepreneurs can find a way to jump into the fray and start implementing ideas and solutions, even if they don't have all the answers. You have to be comfortable covering a wide territory, with knowing a little bit about a lot of things, rather than a great deal about one thing. Compromise is essential for survival.

If you can easily check off all the risk factors when looking at a problem, it's probably not a problem worth solving. So embrace the messiness. You're going to learn more about what your battle plan should look like, and what challenges you need to expect, as you go along.

4. You have to be your company's best sales person
Finally, it's essential to remember that you must be, at your core, a great salesperson. You need to be able to sell your vision to potential partners, investors, and customers. If you can't successfully do this, you'll have a tough time getting very far. You're going to be the first person to introduce the world to your product, and first impressions are important. Everyone wants to hear about your passion from you.

Learn the most common questions and reservations that people will have. They'll want to know why what you're doing is valuable. Cut out the jargon and speak to the heart of the matter. Start at the core, and then fill in the details. You have to hook them with the big picture before they can appreciate the nuances.

You wouldn't be reading this if you didn't have great faith and excitement in your idea. But you don't have a real business until you can enkindle that faith and excitement in others.

Mehdi Maghsoodnia is the CEO of Rafter, which provides a cloud-based platform designed to help colleges make educational content more affordable and effective. He was previously SVP at CafePress and Intellisync. @mehdimaghsoodnia

Ilya Pozin 27 Dec, 2012

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Turning Screens Into a Television

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Issie Lapowsky | Inc. magazine

Aereo, a New York City start-up, can broadcast live television to your iPad or a laptop. That is, unless a big lawsuit shuts the company down.

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More Americans are watching TV shows minus the television set. Thanks to Hulu, Netflix, and other sites, there's plenty to watch online. But there's one thing missing, says Chet Kanojia: live television.

That's where his company, Aereo, comes in. Kanojia's Long Island City, New York-based start-up lets customers turn their iPhones, iPads, and computers into televisions and watch network broadcasts in real time. In February, after raising $20.5 million in a funding round led by Barry Diller's IAC/InterActiveCorp, Aereo launched its service in New York City.

The service starts at about $8 a month. Customers simply sign in to Aereo's website and choose the shows they want to watch from a guide of available channels. They can also record shows for later, as with a DVR.

The idea may seem simple, but Aereo's approach is rather complex. The company assigns each customer an antenna--similar to the kind a TV uses to pick up broadcast signals. Then, Aereo streams the signal from that antenna over the Internet to the user's device. Thousands of these small antennas, each about the size of a coin, are hooked up inside Aereo's warehouse in Brooklyn. "This is a big idea that takes big ambition," says Kanojia. "If we get 300,000 subscriptions in New York, that's excellent, but the market for the whole country is much bigger."

Kanojia came up with the idea for Aereo shortly after selling his previous start-up, Navic Systems, which collected detailed viewership data from cable boxes, to Microsoft for an estimated $200 million. At the time, a major court decision involving Cablevision and a coalition of television studios grabbed Kanojia's attention.

The lawsuit hinged on Cablevision's remote DVRs, which store recorded content on Cablevision's servers rather than on a customer's device. Several content providers, including 20th Century Fox and Universal Studios, sued Cablevision for copyright infringement. Ultimately, the court sided with Cablevision. Kanojia wondered, If remote DVRs are legal, what about remote antennas?

Once he had his business concept, Kanojia enlisted a network of advisers, including regulatory and copyright lawyers, to poke holes in his proposal. "They came back and said, 'People may not like you for this, but legally, you're on solid ground,'" Kanojia says.

That assessment was put to the test in March, when several networks, including ABC, CBS, and NBC, slapped Aereo with a copyright infringement suit. A federal judge denied the broadcasters' request for a preliminary injunction, which would have forced Aereo to halt operations. But the case is ongoing. A decision is expected by the end of 2013.

Similar start-ups, including Seattle-based ivi.tv, have been shut down by the courts, because they relied on a single master antenna to retransmit the television signals. By assigning a single antenna to each user, Aereo may avoid that fate. "It's called free-to-air for a reason," says Mike McGuire, a media analyst at the technology research firm Gartner. "If you went to RadioShack and bought an antenna for the roof, no one could stop you. Aereo's effectively taking that a step further."

But Aereo may have another challenge, says McGuire: content. In New York, the company's antennas pick up 29 broadcast channels, but Aereo may have to do better. "The big question is: Is it enough content to make it interesting to consumers?" says McGuire.

Kanojia says he's working on licensing deals with cable networks that would allow Aereo users to subscribe to individual cable channels for a low, additional fee. The company plans to expand to at least 10 cities in 2013 and hopes to come out of the lawsuit unscathed. And if it doesn't?

"As an entrepreneur, you can drive yourself crazy thinking of every possibility," Kanojia says, "but there's one way to stay sane, which is to focus on what you have in front of you and what you can control."

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Ditching the TV

Number of Americans who watch online content every day: 105.1 million

Number of households that canceled cable in 2011: 1.5 million

Total funding Aereo has raised: $25 million

Number of channels Aereo offers: 29

Issie Lapowsky is a reporter at Inc. magazine. She has covered lifestyle and entertainment for the New York Daily News, and her work has been published in BlackBook magazine and The Brooklyn Rail. She lives in Brooklyn, New York.

Issie Lapowsky 27 Dec, 2012

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Source: http://feeds.inc.com/~r/home/updates/~3/i_yh_Qs_LvA/story01.htm
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