1 - University of California, Berkeley



Social Media Technology Assessment

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Nathan Burkhart

Jeff Chen

Matt Chew Spence

Mario Espinoza

Jeffrey Kalvass

Devang Parekh

March 14, 2007

Strategic Computing and Communications Technology

University of California, Berkeley

1. Introduction 3

2. Key Players in Social Media 3

3. Technology Case Studies 6

3.1 MySpace 6

3.2 Flickr 6

4. Policy and Legal Considerations 7

4.1 Copyright Infringement 7

4.2 Indecent Content 8

4.3 First Amendment Rights 8

4.4 International Policy Differences 8

5. Business Models 9

5.1 Business model analysis and design 9

5.2 The value of Social Networking: creating identity, consuming and sharing content and communicating with your people 11

5.3 How can social media leverage these communities to create real economic opportunity? 11

5.4 How to grow the social community? Creating positive feedback and network effects 12

5.5 How to make money? Revenue models for monetizing social sites without jeopardizing the relationship with the customers 13

5.6 How to create stickiness? Creating and managing lock-in 14

5.7 Conclusions: Social media will emerge as a real economic opportunity. 15

Appendix A: Social Networks Revenue Model Components 16

Appendix B: Social Media Sites overview 19

References: 20

Introduction

Social media is a term used to describe online content found at the intersection of social networking and new media.  The Internet has enabled people to interact with media in ways not previously possible with traditional media such as printed text or analog audio.  Individuals can interact with others  around the globe, mix audio and video seamlessly, infinitely copy digital content, and create communities around shared interests and experiences.  The popularity of social networking websites and Web 2.0 technologies has resulted in an explosion in the development of social media applications.  Interlacing text, audio, and video with social networking components like personal profiles, friends, and groups has produced a wide variety of social media websites.

Social networking researcher Danah Boyd defines social networking sites as web applications with profiles, semi-persistent public commentary on the profile, and a traversable publicly articulated social network displayed in relation to the profile.  Microsoft technical evangelist Robert Scoble describes how these components of social networking sites differentiate social media from traditional media.  He argues that the ability to comment on new media, copy it infinitely, and mash it up with other new media are important parts of defining social media and identifying why it has become so popular with users around the globe.

As social media applications gather steam through large increases in registered users and the amount of user generated content on the Internet, investors and entrepreneurs alike have been eager to evaluate the presence of real economic opportunities for both owners and users.  While some social media business models have been met with skepticism others have received great deals of investor confidence.  Our goal for this paper will be to outline the key players in social media and the effectiveness of current business models.  Through an analysis of technology and policy relevant to social media networks, we will evaluate current applications and business models using a specific methodology and deliver suggestions for the future of social media business models.

Key Players in Social Media

It is estimated that nearly three hundred social media and social networking sites exist on the Internet.  Each enables users to build and maintain an online social network centered around a certain set of goals such as self-expression or sharing of media.  In this section we will describe key players in the social media landscape.  These players formed the basis for our assessment of social media business models

Every social media site chooses to present its users with content in a specific way.  User-profile focused applications are centered on a personal profile page that a user customizes and shares with the community.  Content is centered on the user's on-line persona as described in their profile.  Other users visit the profile page and communication is directed through the profile page.  In interest driven applications, the focus is on a specific interest such as music, photography or automobiles.  The elements of social networking are centered on communication and contribution centered around the interest.  Most social media websites either serve a functional purpose, such as business networking or group organization, or are used for entertainment, such as meeting new people or sharing music.  We classify key players in social media on a two-axis scale.  The horizontal axis shows the degree to which they are user-profile focused versus interest focused Placement along the vertical access describes whether they are primarily intended to be used to fulfill a functional need or are primarily used for entertainment. 

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Figure 1:  Categorizing Social Media Websites Along Two Axes

Although most social media websites are a hybrid of these descriptions, we have positioned their relative locations on these axes above.  We have chosen to classify these major players as a foundation of our analysis of social media business models.  The type of social media application largely impacts how users contribute and navigate the website and thus can play a large role in the choice of business model and its ultimate success.  For a brief description of these key players, please see Appendix B.

Underlying Technologies

As individual users access social media companies through the Internet, the underlying technology used by Social media companies is not substantively different from that used by other commercial websites.  The technology solutions employed in social media applications do not generally involve the use of cutting edge technology.  A social media application needs a webserver and a database to function, and uses some sort of web programming language to combine the two to dynamically display content.  Below is a table enumerating the operating system, web server, database, and programming languages used by key players in social media applications.  The technology decision represented therein is whether to use an open source architecture such LAMP (Linux, Apache, MySQL, PHP) or to develop with proprietary technology such as Microsoft Windows Server, SQL Server, , and C#.  Some sites not only use open source technology, but also contribute back to the open source community.  Facebook actively contributes to open source projects like memcached, phpsh, and APC to help their site as well the open source community.

|Social Media |Operating System |Web Server |Database |Programming Language |

|Application | | | | |

| |Linux |Resin 3.0.18 |MySQL |Java/JSP |

|Craigslist |Linux |Apache 1.3.34 |MySQL | |

|Facebook |Linux |Apache 1.3.37 |MySQL |PHP |

|Flickr |Linux |Apache 2.052 |MySQL |PHP |

|Friendster |Linux |Apache 1.3.33 |MySQL |PHP |

|Gaia Online |Linux |Apache |MySQL |PHP |

|Google Groups |Linux |GWS-GRFE .5 | | |

|Last.fm |Linux |Apache 1.3.33 |PostgreSQL |Java, PHP |

|LinkedIn |Solaris |Sun-One-Web-Server 6.1 | | |

|LiveJournal |Unix |Apache |MySQL |Perl |

|MySpace |Windows Server |Microsoft IIS 6.0 |MS SQL Server |C#/, Cold Fusion  |

| |2003  | | | |

|Second Life |Linux |N/A |MySQL | |

|Vox |Unix |Apache |MySQL |Perl |

|Xanga |Windows Server |Microsoft IIS 6.0 |MS SQL Server |C#/ |

| |2003 | | | |

|YouTube |Linux |Apache |MySQL | |

|Yahoo! Groups |FreeBSD | | | |

|Yelp |Linux |Apache 2.0.59 |MySQL |Python |

Figure 2:  Core Technologies of Major Social Media Applications

Choice of development platform needs to be carefully considered due to the lock-in that occurs once a significant development effort has happened.  But not all underlying technology components have the same level of lock-in.  One can relatively easily switch the operating system in a LAMP implementation, whereas it may take some effort to switch to a different database.  The highest level of lock-in occurs with the custom applications and glue code written in the chosen programming languages.   Social media companies tend to stick with the software used from the initial launch of their web application unless there are scaling issues.   However, due to the sheer size of many of these websites, being able to scale efficiently a problem that is constantly faced.   For example, MySpace decided to upgrade from using ColdFusion to .  A key factor in this decision was that had the ability to understand Cold Fusion Markup Language (CFML) as well as C#, allowing an incremental transition to C# as the programming language.

Technology Case Studies

In this section we will take a closer look at the technology of two social media applications:  MySpace and Flickr.  From these technology case studies we can draw on the key components that enable the technological success of social media websites. 

1 MySpace

MySpace is a social networking site that allows users to create and customize a profile that describes themselves, their interests, and the types of people they would like to meet.  This site differs from many other social networking applications in that users can use HTML/DHTML and CSS as part of their profiles, allowing significant customization in profile layouts.  Users can upload pictures into MySpace and link to them from their profile.  They can also link to music uploaded by others so that a particular music track plays when the profile is viewed.  One must have a "musician" account to upload music.  Other specialized account types include "filmmaker" and "comedian," both of which allow the user to upload video. In this way, Mypace provides role-based account versioning.

The social aspects of MySpace include the ability to join groups, and to designate other MySpace users as friends.  Content within a profile can be limited so that it can only be viewed by friends.  Additionally, friends can add comments to a profile that can be viewed by the public.  Communications aspects of MySpace include instant messaging, email, and the aforementioned comments.  Users can block other users from contacting them.  MySpace also has forum and classifieds functionality, and has developed an interface that allows MySpace services to be accessed from a mobile phone via services offered by companies like Helio.

Like most social networking sites, MySpace uses a webserver front-end to access a database and application server back-end.  The database portion is used to store the text part of the user profiles, photo/video uploads, and metadata associated with friends, group membership, user blocking, and rating information.  The application servers are used for the blogs, instant messaging, and email applications.  Like most high traffic sites, MySpace uses managed DNS services, is fronted with caching proxy servers to offload frequently requested data, and uses loadsharing across multiple servers within a large datacenter environment.

2 Flickr

Flickr is a social networking site focused around the sharing of photographs and other digital images.  Where MySpace is centered around a user's profile, Flickr is centered around the individual images a user chooses to upload, allowing a user to apply view or comment access permissions on a per picture level of granularity.  Like MySpace, Flickr has the concepts of friends, groups, and comments.  Flickr also has social tagging, which allows users or their friends to add searchable keywords to an image.  One can associate an image with a location through the use of geo-tags.  Another feature is interestingness, in which is partially determined using automated image analysis derived from Russian signal processing algorithms developed for missile detection.

Flickr uses the same underlying technology combination of a web server, database, and application server as MySpace.  Where Flickr differentiates itself technologically from many other social media applications is the functionality it chooses to enable.  Like MySpace, Flickr is accessible via mobile phones.  Unlike MySpace, Flickr allows external applications to access content via RSS feeds and APIs. This allows anyone to create mashups with web applications that make use of Flickr content, resulting in a large number of potential complementary services.

Flickr does versioning by providing "Free" and "Pro" accounts.  The Pro account costs $25 per year.  The Free accounts have limits on the size and amount of images that one can upload, the number of photo sets a user can have, and the groups one can join.  Unlike the Pro account, the Free account displays advertising to the user.  A significant amount of the advertising featured on Flickr is for complementary services, such as photo printing, incorporation of a user's images into calendars (), posters (), T-shirts (), and DVD based archives and slide shows ().  Regardless of the account type, Flickr promises to never delete uploaded images unless they violate Flickr's usage policy.  This promotes a level of lock-in as users develop a growing archive of images over time.  Flickr was purchased by Yahoo! in March of 2005, and since there has been a steady migration of legacy Flickr accounts to Yahoo accounts.  As a result, Flickr is becoming one of Yahoo's many bundled services.

Policy and Legal Considerations

Because social media sites allow users to create, display, and share various types of content, they must be conscious of the myriad different legal restrictions involving what can and cannot be displayed.  Especially relevant are laws involving copyright and intellectual property protection, indecent or obscene content, and freedom of expression.  Moreover, due to the nature of the Internet, this content may be created, stored, and displayed in any given country, forcing social media sites to take into account many different and sometimes contradictory legal policies.

1 Copyright Infringement

Though it mainly pertains to content focused sites like Flickr and YouTube, almost all social media sites allow users to upload potentially copyrighted material such as music and video files.  By offering access to such content for free, sites may undermine the ability of copyright owners to monetize their content that had uploaded without permission.  As there is not yet an effective automated way to determine whether or not uploaded content is protected by copyright, social media sites can choose to either manually review all content before it is displayed on the site, or to implement an automatic filter to attempt to minimize the amount of copyrighted content that is posted.  The first approach is an extremely expensive process, and the delayed upload time decreases the value to users.  The second approach, however, runs the risk of both displaying copyrighted content on the site and denying non-copyrighted content from being uploaded, due to an automated filter's inherent inability to perfectly distinguish the two.

Since being acquired by Google, YouTube has been the target of multiple copyright infringement lawsuits, and has had to remove a large amount of content from its site.  YouTube's approach to battling copyright infringement, the same policy adopted by most social media sites, is simply to put a clause in the terms of use that says the user must agree to not submit copyrighted material.  If copyrighted material is posted, they rely on the copyright owner to submit a notification of copyright infringement.

2 Indecent Content

Similar to copyrighted content, indecent or obscene content needs to be restricted by social media sites if the are to comply with legal mandates.  Because virtually none of these services implement an effective age verification system, the display of material deemed inappropriate for minors risks civil or criminal penalties.  Though it is easier to automatically filter obscene content than copyrighted content, no method is 100% effective.  Thus, a similar situation occurs:  these sites must strike a balance between hosting a small amount of indecent material and restricting the uploading of completely legal content.  Due to the morally sensitive nature of indecent and obscene material and its viewing by children, lawsuits in this area can tend to discourage both current and potential users, dealing more damage than the actual cost of the lawsuit.

Because of its high number of younger users, MySpace has come under scrutiny for its potential to disseminate indecent material to minors.  Though the site officially prohibits pornography and indecent content, there are no measures taken to actually prevent it from appearing on the site.  Instead, MySpace relies on the userbase to notify them of inappropriate content, which is then removed if it violates the MySpace acceptable use policy .  YouTube takes the same approach to identifying and removing indecent videos.

3 First Amendment Rights

Most major social media sites are based and incorporated in the United States. Of special interest is the First Amendment, which gives United States citizens substantially more freedom to express themselves than many other countries allow their citizens. Because the First Amendment gives United States citizens this right to free expression, enforcing too broad a policy to protect against uploading the aforementioned kinds of content may itself be grounds for a lawsuit.  Therefore, it is in the best interest of social media sites to make their content filtering policies as specific and fine-grained as they can, both in the interest of forestalling First Amendment issues and allowing their users as much freedom as possible.

4 International Policy Differences

Finally, because this content may be created, uploaded, and viewed by users in any country, lawsuits may be filed from virtually anywhere.  Rules dictating what content can be displayed where vary greatly between countries, and the rules of two countries may be in direct contradiction to each other.  A site policy relating to copyright, indecent content, or political expression that is applied without regard for the location of users is likely to be illegal somewhere in the world.  Thus, as these sites continue to grow in popularity and scope, they need to keep in mind the legal policies of many different countries and attempt to limit the number of those policies that are violated.

As an example, Yahoo! was sued by an anti-racism league in France because their auction site was selling items with Nazi symbols, which is illegal in France and some other European countries.  However, the First Amendment protects the right of American citizens to sell and display such items.  The court issued an order to Yahoo! to take all necessary measures to prevent Nazi-related auctions from being accessed by French citizens.  Obviously, if more countries pursue similar routes, keeping track of and following all of the different legal policies would be extremely difficult if not impossible.

Business Models

1 Business model analysis and design

The term “Business Model” doesn’t have a precise or commonly agreed upon definition. It frequently used by business professionals, financial analysts and the press as a buzzword to mean anything from the organizational structure of a business to how a business hopes to generated income. A business model can include some or all of the following: The value a company offers to one or several segments of customers, and the architecture of the firm and its network of partner for creating, marketing and delivering this value and relationship capital in order to generate profitable and sustainable revenue streams.

For the purpose of our analysis we will use the definition of business models proposed by Osterwalder & Pigneur. According to this view, a business model can be described by the following nine elements in the four areas of infrastructure, offering, customers, and finance:

Infrastructure

1. Core capabilities: The capabilities and competencies necessary to execute a company's business model.

2. Partner network: The business alliances which compliment other aspects of the business model.

3. Value configuration: The rationale which makes a business mutually beneficial for a business and its customers.

Offering

4. Value proposition: The products and services a business offers.

Customers

5. Target customer: The target audience for a business' products and services.

6. Distribution channel: The means by which a company delivers products and services to customers. This includes the company's marketing and distribution strategy.

7. Customer relationship: The links a company establishes between itself and its different customer segments. The process of managing customer relationships is referred to as customer relationship management.

Finances

8. Cost structure: The monetary consequences of the means employed in the business model. A company's overhead.

9. Revenue: The way a company makes money through a variety of revenue flows. A company's income.

The relationship between the different components is depicted in Figure 1 Business Model Components

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Figure 1 Business Model Components

2 The value of Social Networking: creating identity, consuming and sharing content and communicating with your people

Social media sites provide value to users and to companies wanting to market to these users. From the user perspective, we can group the benefits of social networks in three categories:

1. Create a unique identity: users upload their photos, comments, page design, video, and, information about their friends. Teenagers and young adults can express themselves in the same way they do when they choose their clothes, social circle, gadgets, hairstyle, language, etc.

2. Consuming and sharing content: social media sites allow people to author, upload and share content with friends. With the availability of large quantities of user generated content people are consuming part of their content, especially entertainment content, from social media (for example YouTube and Flickr).

3. Communicating with other people: reconnecting with people in your existing network and facilitating the communication with people in your “space.”

Figure 2 Objectives of Social Networking shows how existing social media companies combine these elements to create their value proposition. Social networking sites build communities by providing various combinations of these benefits to users.

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Figure 2 Objectives of Social Networking

3 How can social media leverage these communities to create real economic opportunity?

Using the business model analysis framework we compared a subset of the most popular and successful social media business from their business model perspective. We conclude that to determine how a social media company can create economic opportunity, we need to answer three important questions:

• How to grow a community?

• How to monetize social media or other aspects of a community?

• How to create stickiness to keep the user base?

4 How to grow the social community? Creating positive feedback and network effects

Online Social communities exhibit unique characteristics to fuel growth. Most communities are based on the idea of managing an individual’s network of social connections. Depending on the nature of the community, these links to other people may be called “friends” or “connections.” In most cases the friend group is visible to the entire community. Even when the members of the friend group are not visible, the number of connections one has may be. Within the community and in an individual’s social circle, having many such links is seen as a sign of success and conversely having few is perceived as a sign of failure.

In such communities, the more connections one has, the higher the prestige one is accorded. All new MySpace accounts have a single default friend “Tom.” Members of the MySpace community will joke about others having only Tom as a friend. LinkedIn members tend to compare the size of networks and regard larger networks as “better”. This results in people inviting friends and personal connections to join the LinkedIn to grow their network. LinkedIn members will review other people’s network and invite those they know to grow their own network. The viral marketing effect of the invitations allows fast growth. This type of positive feedback at the individual network level extends to the community level.

Positive feedback and network effect can be engendered by benefits created by the collaboration of linked community members. Facebook picture tagging is a good example. A Facebook user may upload photos of an event such a college party to their personal page. Others that attended the same event will view the photos and recognize people therein. If these others are so inclined, they can tag the photos with the names of people they know. Thus the user who uploaded the photos can enjoy the benefit of having all the photos tagged by friends without doing any work. Again, the more connections one has, the higher benefit provided by picture tagging. Another such example is the LinkedIn recommendation system. The more connections in your network, the more opportunities you have for recommendations. Positive feedback at the individual level also fuels network effects at the community level. In general, social media can rely on the generation of valuable metadata generated by members of the community that benefits the community. Figure 3 shows the components playing a role in user growth in the business model of MySpace.

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Figure 3 Components addressing User growth in MySpace

5 How to make money? Revenue models for monetizing social sites without jeopardizing the relationship with the customers

The inherent difficulty in revenue generation in social media environments is to generate revenue from content that does not belong to the company without jeopardizing its relationship with its users. We illustrate this situation by analyzing four different ways of monetizing online content and user bases: charging for the placement of content, charging for the access to content, Charging for the access to the user base and Charging for complements enabled by the use the online content. These four methods are illustrated in Figure 4 below.

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Figure 4 Online media revenue models

Charging for Access to content can be delicate in a social media environment. In most cases users will resent being charged to access their own content. The more successful model has been to provide free access to the content (MySpace, Flickr, Xanga, YouTube, etc). However, there are opportunities to charge third parties to access to metadata generated around the content such as tags.

Opportunities for charging for the placement of content are also limited. If the company charges the users for placing their content online it will be limiting opportunities for positive feedback and network effects. The way companies have approached this limitation is by versioning their offer having a free version that allows everybody to upload content and to charge for Premium Services in the form of extra space, placement in premium locations, etc. The fee LinkedIn charges recruiters for listing jobs is an example. The Facebook premium account is another. MySpace has been successful in enlisting media companies to pay for content placement, although they could place their content for free.

The most popular form of revenue generation today is by charging third parties such as merchants for access to the user base. The most common form is advertising. The use of advertising is limited at the point where it deteriorates the user experience.

One form of monetization that is very well aligned with the social media environment is to offer complementary services/products to improve the benefits provided by the online content. A great example is how Flickr partners with Nikon to provide people with information and discounts to buy digital cameras, with Nokia to provide a seamless way to upload their photos on the road using their cell phones, with Target to print their photos in a convenient way, with Zazzle to print their photos in t-shirts and stamps and with Englaze to provide DVD backups of photos.

We believe that the best strategy is to combine the latter three revenue streams while controlling the impact on the user experience. Figure 5 illustrates the components for Revenue Generation in MySpace.

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Figure 5 Revenue generation in MySpace

6 How to create stickiness? Creating and managing lock-in

Social network offer various opportunities to create lock-in. There is a unique opportunity to create significant user investments in “durable virtual goods”. Such goods are not limited to the user content itself. These persistent investments can take the form of metadata that is created incrementally, often in a collaborative way. A good example is collective photo tagging within a friend network in Facebook. This collaborative investment creates a high switching cost. The growth of the social connection network is also an important investment. Although one user might switch provider, convincing the majority their friends to switch may be very difficult. Learning how to use the interface creates another important switching cost in social networks. Uploading large quantities of information in an incremental way such as photos can also create a switching cost for users wanting to change providers and facing the challenge of moving their photos. Sites have developed methods for easy batch uploading but that discourage batch downloading. Figure 6 illustrates four opportunities for creating lock-in in social networks, while Figure 7 shows how LinkedIn uses recommendations to create lock-in.

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Figure 6 Lock-in within social networks

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Figure 7 Lock-in within LinkedIn

7 Conclusions: Social media will emerge as a real economic opportunity.

We believe social media will emerge as a real economic opportunity. Our conclusion is based on the availability of good solutions to the three major challenges of growth, revenue generation and stickiness. Our recommendation is that social media sites should focus on three areas: 1) value propositions that create network economies by providing features that are enjoyed fully when the community is large such as meta-tagging that is relevant at the local network level. The paradigm of Storing-Sharing-Organizing is a model that fits many cases, 2) revenue generation based on a combination of advertising, subscriptions and extending the user experience beyond the content through partners providing value added products/services, and 3) develop an ecosystem of partners to provide complements that create lock-in and at the same time act as a distribution channel. Providing API’s to partners developing Mash-ups is a good example.

We applied our conclusions to analyze YouTube and detected interesting opportunities in the three areas. Figure 6 illustrates such opportunities in: a) Complements, real-world goods, b) Value proposition that includes permanent cross user activities and c) Partnerships for monetization and the use of subscriptions.

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Figure 8 Business Model Opportunities for YouTube

Appendix A: Social Networks Revenue Model Components

1 MySpace business model

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2 Flickr business model

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3 YouTube business model

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5 SixApart business model

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6 LinkedIn business model

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Appendix B: Social Media Sites overview

Interest Driven

• Facebook: Offers a social networking service for students, corporate, and geographic communities. Features include news feed, social time line, and weblog options.

• Flickr: Photo management and sharing application that helps people make their photos available to the people that matter to them and enables new ways of organizing photos.

• Friendster: social network emphasizing genuine friendships and the discovery of new people through friends.

• Gaia Online: Community roleplaying site with anime, manga, and video game discussions as well as a links database and a fan-art gallery.

• Google Groups: Enables users to search and browse the Usenet archives which consist of over 700 million messages, and post new comments.

• Last.fm: The world's largest social music platform. Show off your taste, see what your friends are listening to, hear new music, get personal radio, and recommendations.

• LinkedIn: Business oriented social networking site, mainly used for professional networking. As of January 2007, it had more than 9 million registered users, spanning 150 industries and more than 400 economic regions (as classified by the service).

• Live Journal: Service for all your journaling and blogging needs, offering privacy controls, photo storage, publishing tools, and style templates.

• MySpace: Meet people from your area in the country and keep in touch. Includes blog, forums, email, groups, games and events.

• Second Life: An online society within a 3D world, where users can explore, build, socialize, and participate in their own economy.

• Vox: Social blogging service that lets people connect through privacy controls, design templates, publishing tools, photos, videos & online content.

• Xanga: A community of online diaries and journals.

• Yahoo! Groups: Yahoo! Groups offers free mailing lists, photo & file sharing, group calendars and more. Discuss hot topics, share interests, join online communities.

• Yelp: Yelp is a fun and easy way to find, recommend and talk about what's great - and not so great - in San Francisco and beyond.

• YouTube: Hosts user-generated videos. Includes network and professional content.

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