segunda-feira, 10 de maio de 2010

In Mobile Age, Sound Quality Steps Back

At the ripe age of 28, Jon Zimmer is sort of an old fogey. That is, he is obsessive about the sound quality of his music.

Joshua Bright for The New York Times

Mario Suazo, 11, listens to his iPod at the Port Authority Bus Terminal.

Joshua Bright for The New York Times

An Ayre Acoustic sound system with Sonus Faber speakers at Stereo Exchange in Manhattan. Price: $125,000.

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A onetime audio engineer who now works as a consultant for Stereo Exchange, an upscale audio store in Manhattan, Mr. Zimmer lights up when talking about high fidelity, bit rates and $10,000 loudspeakers.

But iPods and compressed computer files — the most popular vehicles for audio today — are “sucking the life out of music,” he says.

The last decade has brought an explosion in dazzling technological advances — including enhancements in surround sound, high definition television and 3-D — that have transformed the fan’s experience. There are improvements in the quality of media everywhere — except in music.

In many ways, the quality of what people hear — how well the playback reflects the original sound— has taken a step back. To many expert ears, compressed music files produce a crackly, tinnier and thinner sound than music on CDs and certainly on vinyl. And to compete with other songs, tracks are engineered to be much louder as well.

In one way, the music business has been the victim of its own technological success: the ease of loading songs onto a computer or an iPod has meant that a generation of fans has happily traded fidelity for portability and convenience. This is the obstacle the industry faces in any effort to create higher-quality — and more expensive — ways of listening.

“If people are interested in getting a better sound, there are many ways to do it,” Mr. Zimmer said. “But many people don’t even know that they might be interested.”

Take Thomas Pinales, a 22-year-old from Spanish Harlem and a fan of some of today’s most popular artists, including Lady Gaga, Jay-Z and Lil Wayne. Mr. Pinales listens to his music stored on his Apple iPod through a pair of earbuds, and while he wouldn’t mind upgrading, he is not convinced that it would be worth the cost.

“My ears aren’t fine tuned,” he said. “I don’t know if I could really tell the difference.”

The change in sound quality is as much cultural as technological. For decades, starting around the 1950s, high-end stereos were a status symbol. A high-quality system was something to show off, much like a new flat-screen TV today.

But Michael Fremer, a professed audiophile who runs musicangle.com, which reviews albums, said that today, “a stereo has become an object of scorn.”

The marketplace reflects that change. From 2000 to 2009, Americans reduced their overall spending on home stereo components by more than a third, to roughly $960 million, according to the Consumer Electronics Association, a trade group. Spending on portable digital devices during that same period increased more than fiftyfold, to $5.4 billion.

“People used to sit and listen to music,” Mr. Fremer said, but the increased portability has altered the way people experience recorded music. “It was an activity. It is no longer consumed as an event that you pay attention to.”

Instead, music is often carried from place to place, played in the background while the consumer does something else — exercising, commuting or cooking dinner.

The songs themselves are usually saved on the digital devices in a compressed format, often as an AAC or MP3 file. That compression shrinks the size of the file, eliminating some of the sounds and range contained on a CD while allowing more songs to be saved on the device and reducing download times.

Even if music companies and retailers like the iTunes Store, which opened in April 2003, wanted to put an emphasis on sound quality, they faced technical limitations at the start, not to mention economic ones.

“It would have been very difficult for the iTunes Store to launch with high-quality files if it took an hour to download a single song,” said David Dorn, a senior vice president at Rhino Entertainment, a division of Warner Music that specializes in high-quality recordings.

The music industry has not failed to try. About 10 years ago, two new high-quality formats — DVD Audio and SACD, for Super Audio CD — entered the marketplace, promising sound superior even to that of a CD. But neither format gained traction. In 2003, 1.7 million DVD Audio and SACD titles were shipped, according to the Recording Industry Association of America. But by 2009, only 200,000 SACD and DVD Audio titles were shipped.

Last year, the iTunes Store upgraded the standard quality for a song to 256 kilobits per second from 128 kilobits per second, preserving more details and eliminating the worst crackles.

Some online music services are now marketing an even higher-quality sound as a selling point. Mog, a new streaming music service, announced in March an application for smartphones that would allow the service’s subscribers to save songs onto their phone. The music will be available on the phone as long as the subscriber pays the $10 monthly fee. Songs can be downloaded at up to 320 kilobytes per second.

Another company, HDtracks.com, started selling downloads last year that contain even more information than CDs at $2.49 a song. Right now, most of the available tracks are of classical or jazz music.

David Chesky, a founder of HDtracks and composer of jazz and classical music, said the site tried to put music on a pedestal.

“Musicians work their whole life trying to capture a tone, and we’re trying to take advantage of it,” Mr. Chesky said. “If you want to listen to a $3 million Stradivarius violin, you need to hear it in a hall that allows the instrument to sound like $3 million.”

Still, these remain niche interests so far, and they are complicated by changes in the recording process. With the rise of digital music, fans listen to fewer albums straight through. Instead, they move from one artist’s song to another’s. Pop artists and their labels, meanwhile, shudder at the prospect of having their song seem quieter than the previous song on a fan’s playlist.

So audio engineers, acting as foot soldiers in a so-called volume war, are often enlisted to increase the overall volume of a recording.

Randy Merrill, an engineer at MasterDisk, a New York City company that creates master recordings, said that to achieve an overall louder sound, engineers raise the softer volumes toward peak levels. On a quality stereo system, Mr. Merrill said, the reduced volume range can leave a track sounding distorted. “Modern recording has gone overboard on the volume,” he said.

In fact, among younger listeners, the lower-quality sound might actually be preferred. Jonathan Berger, a professor of music at Stanford, said he had conducted an informal study among his students and found that, over the roughly seven years of the study, an increasing number of them preferred the sound of files with less data over the high-fidelity recordings.

“I think our human ears are fickle. What’s considered good or bad sound changes over time,” Mr. Berger said. “Abnormality can become a feature.”

quinta-feira, 6 de maio de 2010

Making of Aposta

Enquanto não há versões definitivas, aqui fica o mof da aposta

segunda-feira, 3 de maio de 2010

Power business managers

Hollywood business managers keep an eye on more than money

By Eriq Gardner

April 28, 2010, 01:00 AM ET

A few years ago, two of Fred Nigro's biggest clients decided to get a divorce.

Nigro, one of Hollywood's top business managers, has a reputation as a problem solver. So he invited Tom Cruise and Nicole Kidman to leave their attorneys at home and come to a meeting in his office.

"It was me, Tom and Nicole one evening in a room without any lawyers, hammering out the divorce agreement," Nigro recalls. "That was a milestone."

But it wasn't unusual. As top entertainment business managers, Nigro and his partners at L.A.'s Nigro Karlin Segal & Feldstein belong to a rare and influential breed of showbiz power player. Equal parts financial quarterback, personal concierge and father figure, they are able to manage a balance sheet as well as a fragile ego. What they're not is well-known in Hollywood.

"Nobody comes to your funeral," says Nigro, whose clients run the gamut of film, television and music. "We accept that."

And yet A-list business managers have never been more influential. The economy might be stuck in the mud and the future of entertainment cloudier than ever, but the men and women who control talent purse strings are seeing a lot more love and respect.

These days, for instance, when a business manager says don't buy a yacht, talent tends to listen.

"The other week, I had a client go on David Letterman's show, saying, 'My business manager says I'm going broke,' " recalls Scott Feinstein, another top business manager at Feinstein & Berson. "I couldn't believe it. That's the first time that has happened."

Many of Hollywood's leading business managers got their start during the 1970s and '80s, abandoning big accounting firms like Ernst & Young to specialize in catering to high-net-worth individuals. As wealthy entertainers were multiplying, many wanted steady hands to keep track of income and expenses -- and to make sure studios weren't stiffing them on their backends. Business managers like Victor Meschures and Harley Newman began preparing taxes, negotiating insurance policies, hiring investment professionals and keeping expense ledgers sound.

By the '90s, several management boutiques such as Nigro's firm and Gelfand Rennert and Feldman had established a strong foothold in Hollywood. Suddenly they were asked to do a whole lot more.

Today, if roughly 50% of a business manager's job is bookkeeping, the other half is about responding to a client's daily financial needs, scouting real estate, looking into an investment proposition, even performing credit checks on a client's personal assistants.

When Joan Rivers wanted to start selling jewelry, Nigro got a call. And Letterman enlisted Nigro's help when he was being blackmailed.

"I once had to drive out and fire a housekeeper," says Barry Greenfield, whose clients include Hilary Swank and director Joel Schumacher. "I had to arrange bail for a client's family member. I often have to call the locksmith if a client gets locked out of his house or call the plumber when the toilet gets clogged."

There are no licensing requirements to be a business manager, though most tend to be certified public accountants. "Practically anybody can hang a shingle and call themselves a business manager," says Marty Fox of Macias Gini & O'Connell.

Most agree the successful ones aren't afraid to say no to a client. In an industry famous for its material excesses, the task of persuading talent to put money away for a rainy day often falls to business managers.

Feinstein, who manages Hilary Duff and several actors on "Gossip Girl" and "Glee," says he likes to clip and save dour real estate market reports to show clients when they approach him about buying a multimillion-dollar mansion.



"We try to be honest with our clients," he says. "I'll say, 'How are you going to pay for that? "Glee" may be one of the best shows on TV, but the best case is it goes for four to six years. Your contract can be terminated at any time, and beside the mortgage, you're going to need to pay for upkeep and property taxes.' "

If a client gets a bad review or his movie tanks, an agent might downplay it to lift the client's confidence; a business manager doesn't have that luxury. Signs of trouble on the career road must be dealt with brutally and immediately.

Andrew Blackman, a business manager at Shapiro Lobel, says he keeps bourbon in his office for when he needs to deliver tough love. Feinstein says that when he calls a client with unwelcome news, he will type as loudly as possible so clients get the message he means business. Other business managers arrange sit-downs armed with earnings projections. When clients still don't see a clear financial picture, they'll pull agents, lawyers and even family members into the conversation.

"Ultimately, it's all about choices," business manager Michael Karlin says. "Many times I'll say, 'While you can afford private jet travel now, you might look back in five years and regret it.' And it has happened."

Some clients, however, can't be steered. And often the business manager will get blamed.

In January, Nicolas Cage sued his business manager, Samuel Levin, for bringing him to "financial ruin," on the hook for more than $6 million in owed taxes. Cage claimed Levin placed him in highly speculative real estate investments, overextending his line of credit with banks and financial institutions and never advising him of the financial bottom line.

Levin countersued, saying he warned Cage that he needed to earn $30 million a year to maintain his lavish lifestyle, which allegedly included 15 palatial homes, 22 cars, four yachts, an island in the Bahamas and a Gulfstream jet.

Other business managers say they don't find this episode surprising. Artists have two characteristics that tend to put their financial security at risk: the need to keep up an image and an aversion to annoyances like financial matters. Almost all business managers say they've walked away from clients who wouldn't listen to them. And many believe their day-to-day duties include as much therapy as anything else.

That intimacy gives business managers unique power within a celebrity's entourage. A business manager might know everything from the prescriptions a client needs to their role in hiring personal assistants. Plus, while an agent's job might be to find and negotiate that next big gig, it's the business manager who often influences which jobs an agent goes after.

"Agents hate it when you call and say, 'Get him work because he really needs it,' " Fox says. But that comes with the territory; it is the business managers, in the end, who know their clients best.

"When you are paying someone's bills, you know everything about them," says Evan Bell at New York-based Bell & Co. "They can lie to their doctor or therapist or agent but not to me. I will know if a client of mine is smoking drugs, gambling, running around with women. And they know it."