This reflection on interface design has taken a while to write. When I started we were on the cusp of Apple’s Worldwide Developer Conference. If you’re interested in technology, but aren’t an Apple fan it still matters as it sets the agenda. Apple’s moves affect wearables, smartphones, tablets and OTT (over the top) TV services.
Ignore the title of the article itself, which is a function of clickbait rather than content. Instead, it provides an good critique of interface design across platforms. It highlights:
The difficulty in finding and installing other apps inside Messages. Many users aren’t aware of the functionality. This is different to the ‘interface as oldster barrier’ that SnapChat had. DoorDash – a Deliveroo analogue dropped a support after a few months due to a lack of users. Apple took a second run at this with iOS 11 trying to improve discoverability
Apple 3D touch isn’t used to drive contextual features by app developers
The Apple Watch’s mix of crown, button and small touch screen made ‘lean in’ interactive apps hard. The Apple Watch interface isn’t learned by ‘playing’ in the same way that you can with a Mac or an iPhone. Apple’s forthcoming watchOS update looks to have Siri ‘guess’ what you want. It wants to provide contextual information to users (and reduce interactions)
If you ignore 3D touch for a moment, these problems are cross platform in nature. (Some vendors like Huawei have attempted a similar 3D touch feature in their own apps. They did not try to get developer adoption.)
Thinking about Messenger app developers struggle to integrate disparate features into the interface. The exceptions are:
LINE
WeChat – the take up of mini-apps in WeChat have been disappointing performers. Is this indicating a possible ceiling for functionality?
Wearables as a category looks thin, with Apple being one of the largest players. Pebble got acquired by Fitbit. Jawbone seems to be a dead company walking. Their blog was last updated in October 2016, Twitter in February. It’s ironic: their original BlueTooth headset business would now be a great opportunity.
I’ve tried Casio’s BlueTooth enabled G-Shock, four Nike Fuelbands and a Polar wearable. I am on my second Apple Watch and I still don’t know what the real compelling use case is for these devices.
So how does this stuff come about? I think its down to the process of creation, which affects analysis and critical analysis of the product. Creation in this case is essentially throwing stuff up against the wall until it sticks and then the process becomes reductive. As a case in point, look how smartphones have evolved to the slab form factor.
Throwing stuff against the wall
I’ve worked enough times on digital products to understand the functionality is king. It’s the single most important thing. I’ve worked on products that wonderful functions but:
Consumers didn’t know they had a need, its hard to get consumers to build new habits. Forming habits can be hard
They were a bitch to sign up with. Yahoo!’s sign-up process killed products. It’s a fact. We’d get consumers hyped up, we’d deliver them to the relevant page and they wouldn’t convert. I didn’t blame them, if I wasn’t an employee or digital marketer I’d have done the same
That’s how products are now built. The focus is on speed of execution of the idea. It isn’t about thinking through the complete experience. Agile methodologies with their short sprints puts emphasis on function. Away from data to feed into big picture optimisation. A function focus means that you end up with ‘lean in’ interaction designs as default.
There aren’t many organisations that get it right. I’d argue that the early Flickr team and Slack ‘got it’. Though there are common factors:
Both Flickr and Slack had common key team members
Both products fell out of failure. Flickr came out of tools for Game Neverending. Slack began as a tool in the development of Glitch
Where are the ergonomists and futurists?
There are people who can provide the rigorous critique.
Back in the day organisations with large R&D functions like NASA and BT employed writers to envisage the future. Staring into the future became a career. People like Syd Mead provided a visual map of the future. Mead and others did a lot of work thinking about the context of technology to users. At the present time lots of criticism levelled at VR glasses is it being anti-social. This comes as no surprise to anyone who has read William Gibson’s Neuromancer. Social interaction is more likely to come glasses wearer to glasses wearer. It will happen in a virtual third space. Neal Stephenson explored this third space in Snow Crash. The Black Sun was a virtual night club.
Bill Moggridge, designer of the GRiD Compass computer – the world’s first laptop thought a lot about ergonomics. The laptop had a 11 degree slope from pop-out leg to the keypad. This is something that your MacBook Pro or Surface doesn’t have. There is a lack of depth in technology design compared to what Moggridge had. He brought in psychologists and studied human computer interaction. He eventually co-founded IDEO.
Whilst the elements that Moggridge looked at were well known the thinking doesn’t seep into product categories. We are very good at asking can a product be made. We are poor at asking what does the product really mean. Apple’s viewpoint on the tablet segment is a case in point.
The vast majority of tablets are used for lean back media consumption from watching films and reading books to reviewing emails. It can work as a productivity device in specific circumstances with custom built apps – say field sales or replacing a pilot’s flight paperwork. The keyboard and power of modern Macs (and PCs) provide a better tool for content creators; whether its analysing a spreadsheet or writing this blog post.
Yet, since its launch by Steve Jobs, Apple has viewed the iPad as a new PC. The iPad Pro has been designed to try and catch up in features with the Mac. It is ironic that Microsoft has moved a slim ‘MacBook clamshell design’ analogue into its latest Surface range.
Shanzhai
It is very different to the pragmatic design ethos of China’s ‘shanzhai‘ gadget markers who came up with both laughable and exceptionally smart solutions. Everything from the dual SIM phone to the phone / electric razor hybrid. Successes bloomed, educated a collective knowledge of makers and a manufacturing ecosystem of facilitators, while the oddities slipped into the night.
The manufacturing ecosystem played a crucial role in upping smartphone quality. Metal phone enclosures started to trickle down to other manufacturers once Apple had grown the capability of CNC manufacturers with orders for thousands of machines in Foxconn factories. This also fed expertise in how to use these machines in mass manufacturing. Which shows how physical interface design can be influenced almost as fast as software interface design in terms of commercial rivals.
Insight: How cleantech tarnished Kleiner and VC star John Doerr | Reuters – when thinking about cleantech it is worth remembering that Doerr also made crazy bets on Netscape. It may have been the wrong thing to do from a finance point-of-view but the direction was right. Robert X. Cringely described technology as being like surfing, hitting and riding a wave at the right time and knowing when to get off. Doerr wasn’t the only person to hit the wave to early. Vinod Khosla also bet big too early on cleantech with his firm Khosla Ventures. Beside Cleantech, Doerr and Khosla also had a common path. Khosla was a Kleiner Perkins alum. Both had being part of the founding team at Silicon Valley royalty, Khosla at Sun Microsystems and Doerr at Intel. Cleantech has been of interest since the rise of environmental movement and hit different peaks during the OPEC oil crises. But its only with global warming that cleantech interest got serious
The Amazings – interesting idea in terms of knowledge sharing
Accoustic Renaissance for Audio proposal – Mono could be enjoyed side-by-side with friends, whereas stereo is only for the ‘hot-spot’, hence highly personalized. Now multi-channel can again provide a much wider listening area, therefore it can again be enjoyed with friends or families – Negishi-san’s observation on the social aspects of listening are very interesting
The Future of Crime | VICE – interesting thoughtful article by VICE that touches a lot of current hot technologies including 3D printing and in-car computing
OmniGroup are going back to the Mac; after spending the past few years bringing their applications to the iPad. I particularly like OmniPlan as a piece of project management software. If there was one worthwhile thing that came out of MacWorld Expo this year, this was it
In Asia’s trend-setting cities, iPhone fatigue sets in | Reuters – interesting association with Hallyu. I pass an electronics store every morning and there is always a Girls Generation concert playing on the LG televisions. Is this the decline of American culture’s power?
This is more of a wish list of what changes I’d like to see in technology and related areas in the next 12 months. This is based around a number of concepts, a few of which are lean web development, security, SSD pricing, better product design and service breakouts.
Lean Web Development
Lean web development. This have gotten ridiculous when the average size of a web page is now 1MB. It adversely affects page load times and assumes that bandwidth for the end audience is limitless, which is a fallacy when you have mobile broadband caps and telecoms providers looking to meter broadband use moving forwards. Lean web development recognises that wireless and wired networks don’t provide the kind of limitless low latency broadband technologists assume exists. It might be about turning the approach to web development on its head and developing for mobile devices first and then adding on content or features depending on the device rather than trying to hyper-mile existing web technologies.
Security
A more secure web. At the base level an increased awareness of security: why do companies store credit card details or personal information in unencrypted files? At an architectural level:
Re-secured DNS and SSL certificates
Secure VPNs over IP v.6 networks
Effective IP address and system configuration masking to protect from privacy intrusions and badly executed behavioural advertising
SSD price decrease
The price of solid state drives (SSDs) to fall so that they can be used on my MacBook Pro as the primary storage drive for my life. At the moment whilst devices like the MacBook Air are attractive. they don’t have enough storage capacity and act as an adjunct or special purpose personal computing device. At the present time that just isn’t possible. Cloud is interesting as an idea, but the reality of networks doesn’t make it as practical as people seem to think.
Design
An increased appreciation of ergonomics in device design. In the mid-90s I had an Apple PowerBook which came with legs that flipped around to angle the keyboard at an optimal angle for typing. My current MacBook Pro doesn’t have any kind of similar feature. My iPhone feels too wide in my hand as a phone and my iPad is awkward to hold. And I haven’t even started into a rant over the pictures under class interface and soft keyboard of the device with no haptic feedback. Part of this is down to a size-zero aesthetic design obsession and interface designers per-occupation with the Tom Cruise film Minority Report – but its making designs that are not particularly human-friendly and leading to poorer product performance.
A move away from general purpose technology hardware and smartphones to focused designs. Convergence has been a watchword in hardware and software design. A less positive spin on this is bloatware. In hardware that has meant personal computers and smartphones. The personal computer is currently being challenged for dominance by tablet devices which only use a fraction of the computing power available. Why is it that Microsoft Word only allows me to write as fast in the latest version for the Mac as Word 5.1 which was released two decades ago? It is ironic that smartphones like the Apple iPhone can do a range of great and trivial tasks, but are quite poor at being a phone. Dropped calls, poor call-quality and a form factor that still feels a bit too wide in my hand as I hold it to my ear – it is a great example of being a jack-of-all-trades but master of none. Whilst a Swiss army knife or Leatherman tool is useful at a pinch, you are still better off doing the job with the right tools if available. With software or digital services space and weight aren’t an issue, yet we have products that have overloaded awkward functionality that leads to a poor user experience. By all means get different things to talk to each other: iftt provides a great template for how that should look; but don’t try and do all of those things on the one user space. 37Signals ethos to become the norm, rather than the exception.
Service break out
One of the Chinese services like Sina.com’s Weibo crossing over and giving Twitter a run for its money. Sina.com have kept innovating with their product getting ahead of Twitter and innovating in terms of the user experience. A side benefit of compliance with Chinese government legislation has meant that they seem to do a good job on spam as well.
Wireless choice
A clear idea of what on earth is happening with Research in Motion | Intel | Sony in the mobile space and excellent differentiated products to bring some choice back into the wireless world rather than more of the same. The wireless device industry is starting to exhibit some of the dynamics of the PC industry: with ARM and Android being the Intel X86 and Microsoft Windows of the handset world, with Apple doing their own things. Costs are coming down but innovation only seems to look like what Apple does at the present time. There is a reduction on the types of form factor designs and interaction methods.
Media
The return of Geek Monthly. This was a US publication that I came across in Hong Kong. It’s publisher filed for Chapter 7 bankruptcy, but it got picked up by a new firm looking to get it back on the road. Hopefully they’ll succeed. This Current TV programme should give you an idea of what to expect:
Back in 2005, I worked in the search group at Yahoo!. One of the projects that I worked on was Yahoo Answers. 16 years later, Yahoo Answers is being closed down. I thought I would capture some of my memories and inside knowledge on Yahoo Answers.
But first we need some context so that what I write later about Yahoo Answers will make sense.
The beginning
Let’s go back to the beginning. Back to the early-1990s. Jerry Yang and David Filo founded Yahoo!. It fits the classic Silicon Valley archetype story and you can find plenty of accounts of it elsewhere. The key is what Yahoo! originally was. Its a list of links for websites. Once the list grew above 200 links or so; Jerry and David came up with a way of displaying this list by grouping it into subject areas.
What would later be called a web directory. There were other directories around about this time like:
Netscape Communications had their own directory when they acquired Gnuhoo, this eventually became DMOZ and then Curlie. Gnuhoo did rely on a search engine to help you find things in their directory. This is available as open source code at GitHub
All of them had a certain amount of editorial input over what was good. Yet Yahoo! became the top one through buzz marketing – cheap ways to do brand building.
When I was there, I worked with an agency to organise event hijacking at the Harry Potter and the Half Blood Prince book launch at Waterstones flagship store on Oxford Street. Yahoo! would vinyl wrap any employee’s car for free. There were also strategically placed billboards, such as this one in San Francisco.
People who managed this directory were known as web surfers. But there was also search engines out there, like the Knowbot search engine for Telnet developed in the late 1980s. There was Archie which was the closest to what we think of as a search engine now. Archie searched FTP archives around the world.
As computer science post-grad students, Filo and Yang would have been familiar with the idea of the search engine. At the time David Filo felt that no machine would provide better filtering than a human. Media accounts of the time showed that Silicon Valley venture capitalists were all in favour of search engines over directories.
Peer companies like:
Webcrawler
Metacrawler
Lycos
Ask Jeeves
Infoseek
Excite
AltaVista
All offered what we’d recognise as reasonable search experiences. But Filo’s comments on human filtering is something that we will revisit later.
Web portal & web advertising
Search engines were the future but as the dot com era took off it wasn’t apparent how to monetise them.
Yahoo! home page early on the morning of March 3, 1999
At the height of the dot com era; Yahoo! had about 40 million users a month. You have to remember there weren’t that many people online in comparison to now. Internet usage had grown from 45 million users in 1995 to over 410 million by 2000. At the time it didn’t seem to matter that Yahoo! took longer to load as a website compared to its peers. Longer page times, meant that you could get away with less equipment in your data centre hosting the website and supporting infrastructure.
The internet didn’t give birth to culture in the same way that memes, influencers and platforms do now. Instead it was the meme. It was all over the mainstream media, often tied up with ideas of cyberpunk culture, bulletin boards and the ‘information superhighway’. Examples of this included:
The Site by MSNBC
The i in iMac was for internet. The idea was that you could take the computer out of its box, plug it in to your wall socket and telephone socket. When you turned it on, it would configure you an internet service. The cool product design was a byproduct of this internet appliance plus personal computer thinking
Movies: The Lawnmower Man, Hackers, The Matrix, Ghost In The Shell
Books: Snow Crash, William Gibson’s Neuromancer
A plethora of internet magazines, including Ziff-Davis’ Yahoo! Internet Life which was a mix of technology and gadget reviews, media and celebrity content and website recommendations. Yahoo! Internet Life was published from 1996 to 2002
It felt like something big was going to happen, even if we didn’t know what it was. What was obvious was the potential for advertising online. And the clearest analogue was newspaper advertising due to the long page format of web pages.
Web portals came about for a number of reasons:
There was now the technology to pull content from different sources together. You would have:
Weather forecast
Horoscope
Up to date news
Local information (for major cities like San Francisco)
Business
Finance
Entertainment and celebrity news
Like the newspaper before it, it offered the first media you needed, but on the web.
It was mainstream enough for brands to advertise against for brand building.
By the time I was leaving college, Yahoo! Mail accessed through the Yahoo! home page made perfect sense.
So before the dot com bubble bursts Yahoo! had a major media business valued at 2.8 billion dollars, or about $70 dollars per user. Which sounds expensive, but when you consider that Google is now worth about $386 per user, it’s not that bad. Secondly, online advertising per impression was much more lucrative back then and ad fraud was much less of an issue.
What there wasn’t was a way of taking advantage of the highly relevant search results provided by search engines and adequately monetising them. So companies had three ways of monetising search:
Companies created portals the so called ‘homepages of the web’ to put display adverts on like My Yahoo! or MSN.com and search was a service alongside news, weather and horoscopes
They became infrastructure companies selling search functionality in the background a la Inktomi
They sold inclusion in their directory. This was controversial as it went against the editorial integrity of the directory and still a hot button when I arrived at Yahoo! in 2005
The bubble bursts
In the US stock market we had was now known as the internet or dot.com bubble. Looking at the NASDAQ composite data, it seemed to start in the last quarter of 1995, six months or so before Yahoo! went public in April 1996. It reached its nadir in the last quarter of 2002.
In reality, this was more than about websites. Telecoms deregulation, satellite networks and the rise of cellphones had seen a boom in new companies and network equipment providers to support them. The need for servers had created booms in:
Computers: SGI, Sun Microsystems and IBM
Networking equipment: US Robotics, 3Com, Cisco
Software: VA Linux, RedHat, Open Text
Software as a service: I2, Salesforce, NetSuite
Web hosting and ‘data hotels’: Equinix, Intel, Rackspace, PSINet
Telecoms and ISPs: Level3, Global Crossing, Earthlink, Iridium, GlobalStar, AOL, @Home Network
NASDAQ composite index covering the dot com boom and crash
Add into that artificially high growth in earnings for enterprise IT companies in the run up to the Y2K bug issue and the whole sector was left with a bad hangover.
Eric Steiner tells his tale as the CEO of Inktomi in 2004
Steiner’s talk is interesting because it shows how the search business, selling search capability to the likes of Microsoft, Amazon and eBay had slow and steady growth rather than outstanding growth during this time.
Yahoo! went through a traumatic time. When I worked at Yahoo! Europe, I was told online advertising sales dropped to a third of what they were during the dot com boom. The European business managed to hold on by its finger tips thanks to revenues from online dating services.
Some of the ‘smart bets’ Yahoo! made during the boom times looked like hubris. The exemplar of this was Yahoo!’s acquisition of Broadcast.com. Broadcast.com provided video streaming (then called web casting) and internet radio services. It was the technology partner for the first online Victoria Secret Fashion Show streamed online. Yahoo! acquired it for 5.6 billion of Yahoo! stock. This was a bad decision, but thankfully, they didn’t pay cash.
When I joined Yahoo! the Broadcast.com acquisition was still a scar on acquisition decision-making. You can attribute the impact of this to subsequent failed purchases of Google and Facebook.
GoTo and Google
In 1998, the company GoTo.com launched paid advertising placement in search engine results. The next year they introduced real time bidding. It was renamed Overture and started providing these services for Yahoo! and others. It started to become successful as a business.
Meanwhile, Google had moved from a research project to a serious search engine. In 2000, Google began selling advertisements associated with search keywords. This was against Page and Brin’s initial opposition toward an advertising-funded search engine, they saw themselves more as a ‘search appliance’ business rather like Inktomi. Yahoo! adopted Google search around about the same time that Google started its search advertising business.
This put Google in front of a large number of consumers and helped Google further refine its search engine.
Google’s own offering was the exact opposite of Yahoo!. It prided itself its clean design with just a search box. Google also had a fanatical obsession with reducing page load times and the time taken to return search results.
This was what more and more people wanted. Google used the dot com crash to build its business and its infrastructure. It wasn’t until its 2004 IPO that rivals realised how much of a head start Google had.
Google revolutionised data centre server design, reducing cost and increasing the amount of servers that it could use. By contrast every Yahoo! data centre hardware purchase went via David Filo. If you used Yahoo! small business hosting, you were using tired and almost expired Yahoo! servers. In retrospect, they looked after the datacentre pennies, but let the pounds slip away.
2003 saw Yahoo! get serious about the search engine business. The company purchased Overture which included GoTo.com and Altavista. But the problem was that even if Yahoo! built a search engine as good as Google, it didn’t matter if people didn’t use it. During my time at Yahoo! there was a push to get the necessary servers in place and a product that was as good as Google. However there was a constant tit-for-tat feature development in the search space. By this time Google had already verbed. The Google habit means that its hard to compete against them.
I heard that inside Microsoft they tried to take drastic measures to persuade employees to use Bing over Google. When I worked at Yahoo! people used Google a lot too.
The only way to compete with Google was to have a different idea. Google defined its mission is to organize the world’s information and make it universally accessible and useful.
Yahoo! needed a new idea that was distinct from Google’s mission. The idea was knowledge search.
Knowledge search and Yahoo! Answers
Knowledge search as a concept was well under way by the time that I arrived. It was to capture and make searchable all the ‘knowledge’ (rather than information in the world). Opinions, experience and recommendations are knowledge rather than information. Yahoo!’s web 2.0 acquisitions including Flickr and delicious were made to support this vision.
Tagging built up words and associations with web links and images, effectively human filtering – some of which would be used to train machine learning algorithms. The next logical step would be to build a repository of knowledge by the people, for the people. That’s where Yahoo! Answers came in.
The inspiration for Yahoo! Answers came from a product that Yahoo! Taiwan had rolled out. It in turn probably inspired by Korean site Naver Knowledge IN. Bradley Horowitz apparently claimed that Yahoo! Answers was inspired by Naver Knowledge IN directly.
Knowledge IN was designed to encourage user created content, since there wasn’t much material on the Korean web at the time.
When I heard Jerry Yang talk about it internally at the time, he talked bruskly about a product built by Yahoo! Taiwan as having inspired it. Jerry didn’t do jet lag well and came across as morose on the couple of times I saw him in Europe, so wasn’t exactly an effusive speaker.
Yahoo! Answers was championed by Jerry and that blessing allowed it to be pushed through when so many other product died before they got pushed to beta. It makes sense to point out the human crafted nature of Yahoo! Answers. In this respect it can be seen as a direct line back to the original Yahoo! directory product. Both were fuelled by a belief that people had some ability that was better than machines.
Qi Lu was responsible for new products within the core search business and the troubled Panama search advertising project at the time. Weekly conference calls saw a plethora of existing projects cancelled, or reprioritised by Qi Lu, while new ones would suddenly appear. This constant change in the roadmap mean’t a lot of wasted efforts.
Yahoo! Answers and much of the knowledge search related acquisitions sat under Bradley Horowitz. Tim Mayer was focused on the commercial side of things, although there was some overlap in the roles. Eckhart Walter sat above Tim. Jeff Weiner was the main shot caller having both Search and Marketplace businesses reporting into him. If you’re thinking, that’s a lot of senior management involved. You’d be right, there were a lot of managers with varying degrees of responsibility involved.
But they were all good people and I’d be happy to work with them again.
Prior to Yahoo!,I had been working agency side for Transversal. Transversal powered the support functions for a number of companies including Sony Playstation. I had a good idea how much this service was priced and floated the idea of sponsored channels for instance around Sony Playstation and had a good idea how much Sony must be paying to support user troubleshooting.
But it didn’t fit that well as an idea with knowledge search.
Concerns and how is babby formed?
In the European team we had some concerns about Yahoo Answers like how was it going to get monetised? The quality of the content was also a concern. Knowledge IN and similar services in Asia work partly due to culture. We were worried when it hit a more individual-focused culture like the US or Europe.
Another problem was calibrating the rewards within the system. Its really hard to get the balance on good quality questions and answers. Generally people who are time rich, aren’t necessarily the best respondents. If you need one proof point to show how much of a failure this was, you only have to look at the how is babby formed? meme.
Rewards aren’t the only problem however. The second issue was the way the community was built. Generally, a great community is built carefully from like-minded people. With flickr it was around the passion of photography. Facebook is actually closer to Reddit, built on groups of groups. The death of a group dynamic won’t necessarily kill the platform.
I was involved in early seeding of the initial content on Yahoo! Answers. I answered 42 questions, the first one question I answered was ‘What to take from airport to downtown Munich?‘ My response: The taxi is reasonable, it cost me 30 Euros – which shows the contextual nature of knowledge search. 30 Euros was reasonable for me at the time, since I could expense it back, but it wouldn’t be reasonable for a backpacking traveller.
I also wrote six questions, the first one was ‘Has anybody got a Pentax K100D, if so what do you think of it? What are its pitfalls and what aspects of it do you particularly like? I wanted to get a a bit more colour beyond the reviews I’ve read online. – I was getting ready to leave Yahoo! and was going to buy a DSLR camera to take better pictures on my Flickr account. I deliberately structured the question to get opinions from early users. The Pentax K100 had recently been launched.
Careful community management is at odds with a platform trying to capture the world’s knowledge. So the Yahoo Answers community was built for rapid global user growth. For the English language versions at least, there was a global content index, sitting on top of a distributed Oracle database.
This meant a clash of cultures and variable quality content. I quickly found the site unusable for productive questions. Yahoo! spent the next few years trying to perfect it. People that formerly worked on Yahoo! Directory and front page brought their content and editorial skills to bear on Yahoo! Answers.
I suspect that trying to monetise the service would have been a constant challenge. Yahoo! Answers provided variable quality answers for children’s homework and was the butt of memes. Neither of which are an ideal recipe for the kind of content large brands like Procter & Gamble would want to put their name against.
Quora’s lean pickings
Google tried to do it better with Google Knol and also failed.
Quora was formed in 2009 and managed to build a better community, but I’ve still seen a steady decline in the quality of their answers. In 2019, they had a user base of 300 million people and total revenue (from advertising) of 20 million dollars. Thats an ARPU of 6.6 cents. That’s not a good internet media business. From that 20 million, they need to pay their infrastructure costs, maintain and improve the product, pay the salaries of their 300 employees. And I haven’t even talked about how their investors must feel.
Knowledge search is still a technology challenge waiting to be conquered.
Web services I use everyday has evolved over time. I thought I’d explore what I use now, compared to my essential services nine years ago.
Bloglines – I have an eclectic and wide range of online reading material that I like to keep up with. Whilst I have a Google Reader account, it is set up as insurance against IAC shutting down Bloglines. I find Google Reader intrusive and not as productive as Bloglines. In addition, Bloglines works better on a mobile phone and power my blogroll
Delicious – is my memory. I am a web pack rat and it comes in handy for research or pulling together case studies for presentations. I keep a minimal amount of bookmarks on my computer, mostly bookmarklets to take advantage of Google Translate, subscribe to a blog and pull up the local weather
Google – as well as it being my default search engine, Google is also my currency converter, calculator, spell checker and timezone checker. The site has a surprising amount of shortcuts that make my life a lot easier. They don’t require any technical skill, more details here
Teoma – one of the best kept secrets of the web, Teoma is my back-up search engine if Google isn’t giving me the kind of results that I want. If anything Teoma is more relevant than Google is on its search responses. It naturally doesn’t trawl as much of the web as Google and it isn’t as good for real-time or semi real-time content like the latest blog posts. But it does have a clean interface reminiscent of Google previously. If you hit the ‘Google found approximately 150,000 results’ and you can’t find what you are looking for in the first page (which you should have set to 100 results per page) then give Teoma a go
Email – my primary personal email account is an Apple IMAP account (now sold as MobileMe), but I’m old school so I have a .mac address. I also have a couple of other IMAP accounts with a more limited circulation. IMAP is great as it allows you to sync your account across multiple devices and not pay a fortune for Microsoft Exchange
iDisk – I know lots of people swear that Dropbox is the best, but I still like to use iDisk for large file transfers like presentations. Apple has progressively improved the product and I know it inside out
Flickr – if Delicious is my memory of facts and figures then Flickr is my visual memory I use it as an aide memoire, image storage for my blog and as a kind of photo scrapbook
Twitter – is the new IM. Instant messaging on my iPhone and on corporate networks can be a bit haphazard. Twitter gives you the direct message capability of IM but also allows for broadcast messages and syndication of content
Skype – whilst all the fuss is happening in the iPhone world about Facetime I am more interested in Skype. Its combination of reasonably-priced VoIP calls and free Skype calling together with robust file transfer and chat messaging has made it ideal for business communications and keeping in touch with friends in far flung places
LinkedIn – I’ve got business out of LinkedIn, polled opinions on the best content management system for a particular purpose and received recommendations on a web hosting company in Hong Kong. LinkedIn is an invaluable business tool
Lets have a look this in terms of numbers. In the space of nine years:
3/10 services no longer exist in a meaningful way
4/10 services I no longer use
3/10 services I still use, but are just not important to me anymore
The key lessons to take away from these are:
The importance of data portability. Which is one of the reasons why I am minimally invested in Facebook
Always be looking out for new services that serve as a plan B
Steady but niche beats aspirational mass services every time. Ok so services like del.icio.us had a mass expectation pushed on them by large corporates post acquisition
It’s easier to make a service less useful than more useful – Skype definitely had a tipping point into the second tier for me following a user experience redesign around about the time of the Microsoft acquisition
What does my list look like now?
Newsblur is my RSS reader of choice. Bloglines was shut down by IAC, so I had a choice of moving to Google Reader or FastLadder. FastLadder was an English language version of their iconic Japanese RSS reader. Livedoor got wrapped up in a financial scandal. The English language service was a distraction and eventually got shut down. Thankfully, RSS readers have a standard format to export your list of sites that you want to read called OPML files. The downside is that it has become fashionable for web designers to turn off RSS feeds on websites
Pinboard is my social bookmark platform of choice. Yahoo! started stripping the delicious team of its developers and they eventually transitioned their personal accounts to Pinboard. That was enough of a recommendation for me
Duck.com is now my first string search engine. Google is bumped to second tier. The key reason for Duck.com is privacy. It’s search quality is good enough, the search engine results page has a clean design rather like Google used to. Google still has handy vertical search options like Google Scholar and Google Translate are still top class.
Email – my use of email hasn’t changed at all. It has been a constant in a sea of change.
WeTransfer – Apple’s move from iDisk as a file system on the web to more of a tight integration with the company’s productivity apps (Keynote, Numbers, Pages)
Flickr is still my visual memory. It’s just an awful lot more web friendly than Instagram or Pinterest. It’s longevity is remarkable given all its been through with Yahoo!
Messaging got a lot more fragmented. I work with friends in China so WeChat is needed, as is KakaoTalk, Messages, WhatsApp and Slack. None of which offer a perfect fit
Skype has been replaced by a bridging conference call number and some people that I work with use Zoom. Skype still has some uses but my use has declined
LinkedIn is still an important business tool. Despite constant fiddling with the format, the spam on the platform and declining candidate functionality
Listing these web services out it makes depressing reading. Declining functionality, good products (almost) sunk by large corporate shenanigans and corporate investors. In many respects things have stood still rather than moved forward with web services. More related content here.
