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One way to game this system is obviously for the user to set their clock/ calendar back so that the computer date is never later than the expiration date. Then, it would seem, the license would never run out. One way to defeat this scheme is to store in a local table the date of last access. If the date they last started the program is greater than the computer s current date, indicating that someone may have monkeyed with the calendar, the program will not start. Yes, the user could set the calendar back permanently, but more and more, having an accurate clock/calendar in the computer is necessary for a variety of applications. For a date-centric application like manufacturing planning and execution, having your computer s calendar set to a bogus date permanently is completely impractical. The same goes for accounting applications, contact management, and many others. It also means that the date/time stamp on every file in your computer will be bogus. It s more and more common to have the software phone home call in to a web site to register the software. This adds another layer of protection for your application. It is not, however, without its cost. You have to develop and maintain (in the light of a rapidly changing technology) the function that does this, and it has to be as easy and transparent as possible. You have to be prepared to provide manual support to users who have firewalls or other outgoing restrictions on communication (more and more common) and/or who are probably not technologically adept. And you have to be willing to pay the price for whatever negative feedback you get from your users about their computer contacting your computer without them being in control.

But the thing about it is, the three founders were very, very closely bound together They worked together well, for better or for worse They projected a common vision They exuded stability, which made everyone else feel stable in the company And it made the company strong They were able to survive The company ended up lasting over a decade It did an IPO, though it finally fizzled out And the product was never successful in the market It only sold a few thousand units But it shows an example of where you have so many things working against you the product was not one that was marketable, and you are facing all these problems but because they had a very strong core, they were able to survive as an organization To me, that was the most important thing.

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The key thing about Phil and Bruce is that they had hearts of gold They were nice people They were not in it to get rich I mean, money certainly is.

Figure 3-17. Spherical billboarding (left), cyclindrical billboarding (right)

freedom. But they both had a vision of creating something great that people would love. That attitude from the three of us permeated the rest of the organization. And the organization functioned well. On top of it, we had a strong business model and good execution on the technology. We were actually profitable 18 months after we launched. We could have had all the technical talent and engineering know-how and business knowledge, but, if we were acting like Chinese fighting fish in a tank together, the whole company would have failed. And through those really difficult things that I told you about, where we were running out of money, when we got the certified letter of rejection from Sony all those different things I think would have easily knocked over a weaker triad. We persevered through all of it, and we never stopped. None of us ever doubted that we were going to succeed. And none of us ever stopped to question whether or not we trusted the other. We never had to look at our back. And that is what allowed WebTV to persevere.

The Chinese have a saying, Locks are for the honest man. Back in the day, we often used the flimsy rationalization that anyone who went to the trouble of stealing our software was not going to buy it anyway, so we didn t really lose a sale. And to some degree that is still true. At the end of the day, some will get sold and some will get stolen. In the words of the oft quoted Serenity Prayer, . . . grant me the serenity to accept the things I cannot change. . . . In other words, do what you can and then don t lose any sleep over it. As the Chinese also say, Living well is the best revenge. So here you are at the end of the longest and arguably one of the most valuable chapters in the book. You made it. Hopefully, this chapter has provided a useful introduction to the various legal issues you need to consider when setting up shop. And there certainly are a lot of them. But invest a fraction of the effort and expense in legal matters that you re putting into your software, and you ll sleep better. If nothing else, you ll be well rested.

Mike Ramsay and Jim Barton founded TiVo in 1997. Their original plan was to create a network server for homes. Realizing it would be hard to explain to consumers why they needed one, they narrowed the idea down to one component of the original plan: the digital video recorder (DVR). The first version was launched in 1999. TiVo was ground-breaking in that it took all the information that existed on television and gave the viewers the power to manipulate it. With TiVo, you could skip commercials, pause live TV, schedule the recording of every episode of a series all the things one might expect to be able to do with data. But these new features sparked controversy in Hollywood. Networks worried about losing control over how people watched TV. By skillfully navigating the border between what s possible with technology and what television executives would tolerate, TiVo brought about a revolution in the way people watch TV. Like Google, its name became a verb. TiVo went public in 1999. Ramsay stepped down as CEO in 2003, but remained as chairman.

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