Thursday, March 12, 2009

What Is Blogging? What Is Pay-for-Post? A Socratic Dialog at Tweeto's Villa

Archeologists working on a dig (actually, a kitchen remodel) at a Greek restaurant on El Camino in Palo Alto recently unearthed this long-lost dialog that fills out Socratic canon and touches on the recent hoopla (no, that's not a kind of Thracian soldier) about pay-for-post blogging.

The scene. The courtyard of Tweeto's villa in the Los Altos hills.








Persons of the Dialog

Socrates

Tweeto, a wealthy landowner and venture capitalist

Flakoles, a partner in a PR firm

Glaucon, a junior employee of Flakoles

Hackaun, a programmer

Interns

SOCRATES. Greetings, friends. I am surprised to discover you outside now, for though the day is fair, and the sun graces us with her warmth, yet I know by habit you prefer to linger indoors, hunched over your Macs.

FLAKOLES. The Internet's down.

SOCRATES. That explains your glum aspect. Entering now, I wasn't sure if I was beholding my dear friends or a motley of actors in some final, dreadful scene by one of our tragedians. Do none of you get good 3G reception?

FLAKOLES. Yon fair hills, whose tawny grassy ripples like the flank of an anxious stallion stamping before a race, do block all our coverage as surely as a stone wall.

SOCRATES. Ah, Flakoles, I know you make your living in PR, but your remarks show you to have been an English major. So none of you have network access. But where is Flippanes?

HACKAUN. Flippanes is the sole exception. He had the good sense to sell all his CountryWide stock in 2005, so he's sitting in his Porsche, dialed up over his satellite phone.

SOCRATES. Flippanes is a man who is, if not wise, at least shrewd. But come, Glaucon, why do you, more than the others, blubber so? Surely a few minutes or even a few hours without network access could not reduce a man to such a disconsolate state? Your cheeks are red, and I can that you have rent your toga in one or two places, which, I might add, has not improved the lines of the garment. As well, I can see that your chest has not been out in the sun in many months.

FLAKOLES. Be gentle with our friend Glaucon, Socrates. He has had a miserable week. He spent Monday pitching pay-for-post blogging to all his accounts, and now they either shun him entirely or send him nasty emails whose language would even make great Bacchus blush.

SOCRATES. It would seem, Glaucon, that you have misunderstood the nature of blogging, or perhaps we should say that you and the community have differing conceptions of blogging. Perhaps it would be worthwhile, as long as we are sitting here waiting for—which ISP?

TWEETO. SBC

SOCRATES. Very good; waiting for SBC to get their act together, to ponder the nature of blogging. Shall we begin? Wait, where's Plato?

PLATO. I'm over here, sir. Strictly speaking, you shouldn't be mentioning me.

SOCRATES. That is our custom, I agree, but shouldn't you be taking notes? How are you going to immortalize my thinking in one of your little dialogs?

PLATO. I'm recording everything in my netbook. Then this afternoon I'll have it transcribed using one of Amazon's Mechanical Turk services.

SOCRATES. The engineering of our western colonies never ceases to amaze me. And this transcription will be one hundred percent accurate?

PLATO. Absoglubely.

SOCRATES. Excellent. Let us begin. It would seem that the cause of Glaucon's misfortunes lies in some confusion regarding the nature of a blog. Glaucon, perhaps abetted by the recent Forrester report on the subject, has believed a blog, or rather a blog post, to be one thing, and his clients have understood it to be something else. Perhaps it would serve us well to identify the true nature of a blog.

TWEETO. That's pretty obvious. The name blog comes from the term weblog, which suggests a series of entries posted in serial form on the World Wide Web.

HACKAUN. It's posted using special software that is usually configured to accept comments, so I think part of a blog involves the idea of commentary and dialog.

SOCRATES. Excellent. Who writes blogs?

HACKAUN. Everyone these days. From independent bloggers to programmers to mothers who knit.

FLAKOLES. Many of our clients now have blogs. And we blog ourselves. I've been posting about best practices in PR, for example.

SOCRATES. Now we are getting closer to the matter at hand. First, it is evident that commercial entities, such as Tweeto's firm and your firm, too, Flakoles, have blogs. Let us also point out—which may offer young Glaucon some comfort—that a blog is a written form of communication, and that in many other circumstances, commercial entities expect to pay for written forms of communication that promote their products and services. I am thinking of press releases—which our friend Flakoles here writes so fluently—and white papers, case studies, Web copy, and so on. So I do not think Glaucon's error lies is assuming that companies should pay for promotional writing. They often do, and no one reproves them for it. (No one attacks Cisco or Oracle, for example, for publishing white papers.) No, the backlash, which has crushed our poor friend as mightily as the frothiest wave at Stinson and left him draped over the stone bench there like so much dried kelp, has to do with some other sense of violation. There are other types of writing that treat commercial products and services; trade journalism, for example. It would be offensive, I think we can agree, if Glaucon were offering to pose as a journalist and turn out pixelated prose, measured by the board foot, and adorned, no doubt, with all manner of banner ads and interstitials. We have all seen such so-called news sites, with their gushing prose and their click-through geegaws, and we can all agree, I think, that these sites deserve our opprobrium. But Glaucon wasn't offering to pretend to be such a journalist, from what I understand. He was simply offering to write as himself.

HACKAUN. All bloggers write as themselves. That's what makes blogs so opinionated!

SOCRATES. An astute observation, Hackaun. A blog, unlike many other types of writing, even commercial writing, is written in a personal voice. Can we agree, at least provisionally, that individual authorship and a personal voice are essential elements of a blog?

TWEETO. The personal aspect is what differentiates a blog from the other writing on a Web site.

FLAKOLES. That, and the timeliness. The sense of writing on occasion, reacting to news in the marketplace or even something that has happened in one's household.

HACKAUN. It's the spontaneity makes blogs so interesting, or sometimes so annoying. They offer personal voices, people's real opinions. Even if someone's writing for a company, there's often a disclaimer that their views do not necessarily represent those of the company.

TWEETO. That's a legal disclaimer, of course. Our lawyers insist on it.

HACKAUN. But it also makes the blog more interesting than all the other marketing fluff on a site. Blogs are edgier. Because even if the author works for a big company like Microsoft or SAP, you get the sense that you're reading their genuine thoughts and opinions. They're straight talk.

FLAKOLES. Hackaun is right. And all the blogs from mothers who knit and guys who hang-glide reinforce that idea. You're hearing authentic voices, at least when they're not just link-baiting.

SOCRATES. So Glaucon's error may have been in offering to be authentic for pay. That, truly, would have people wagging there tongues in the polis, or if not the polis, at Stanford Mall.

FLAKOLES. I should say, Socrates, in young Glaucon's defense, that people expect a company's own bloggers to say encouraging things about their products. And though Glaucon is not an employee of any of these companies, he is genuinely excited about their products. He even uses some of them. The speed-dating Web site didn't quite turned out as planned, but he genuinely likes the other products and services he was offering to blog about. He wasn't being insincere. He wasn't offering to fake his enthusiasm. He was simply offering to capture it in writing, which of course would benefit the companies he writes about. I could ask, taking his side for a moment, if he writes something, and it benefits a company, why shouldn't he be paid for it?

HACKAUN. He can be paid for it, there's no law against it, but it violates the sense of trust that readers extend to the authors of blogs. It's fine to put sell your point of view in a white paper; just don't it in a blog. It's the wrong medium.

SOCRATES. Excellent, Hackaun. So we can say that a blog, which originated as a personal medium, retains that personal nature even when it enters the marketplace. And though some blogs, even news blogs, are sometimes shill pieces, promoting companies to which the author serves as an advisor, for example, still we expect the medium to present authentic voices. Can we say that we expect bloggers, enjoying the liberty that circumstances have afford them for spontaneous discussion, to select their own subject matter?

TWEETO. Yes, Socrates.

SOCRATES. Then let me offer the following story, which may illuminate the remaining dark corners of this issue. Our host Tweeto is famous for the wonderful dinners he serves, and he has been gracious enough to invite me to many of these events, where I have eaten heartily and enjoyed the fruits of Bacchus, including a couple of Russian River Pinots in which that merry god really outdid himself—perfect balance of fruit and tannins, nice berry overtones, good finish—but I digress. I remember a dinner laid out not twenty feet from this very courtyard two weeks ago, when we dined sumptuously. The occasion was the granting of a term sheet to young man from the provinces, who had just launched a SaaS B2B offering, for which he had the greatest enthusiasm. I remember that, just as dessert was served, he delivered a long, gushing monologue about his new service. Do you think that was improper?

FLAKOLES. I remember the speech well. The fellow was so excited he didn't notice that his sleeve was resting in the meringue. Improper? No. He was boasting about his own company. Going on a bit perhaps, but not unexpected.

SOCRATES. So even in a conversational setting, in a dialog where one employs one's authentic voice, we don't mind a bit of commercial promotion, as long as it is spontaneous and heartfelt.

TWEETO. Certainly not. I expect that kind of enthusiasm from the people we fund.

SOCRATES. Suppose, however, that though he delivered the same speech with the same passion, you discovered that he had been paid to make it. How would you feel then?

HACKAUN. Offended. That would be incredibly crass. Even the most die-hard salespeople I know wouldn't do such a thing.

FLAKOLES. It would violate all bounds of decency. Paying people to make speeches at parties? Unheard of. Unspeakable.

TWEETO. God forbid, and if you what you say is true, Socrates, we will take up the matter at our next board meeting with the fellow. He may find himself painting curbs in Redwood City.

SOCRATES. I am sure, good Tweeto, that his speech was genuine. I was merely using the man and his loquacious enthusiasm as an example. My story was false, but it has served to guide us closer to the truth of blogs. Blogs, in all settings, present themselves as freely written; they are frank, and they open a discussion the way a frank utterance does. Perhaps the key to your clients' offense lay not in paying for blogging per se. I am sure that in your contract to serve them, you mentioned blogging. Many analysts blog, after all. They are paid by clients, too, and they blog about them. PR agencies blog, sometimes about their practice and sometimes about their clients. The public is not surprised or dismayed by these things. I think our story of the dinner party shows us the nature of poor Glaucon's offense. I expect someone from a company to blog about the company. I expect them to talk about the company, too, perhaps even at a dinner party. But to receive pay for a specific speech or post—to use a medium that is typically spontaneous and conversational—is as offensive as a putting a taxi meter on a dinner table, and charging by the word. I am afraid more Glaucon has sadly miscalculated.

TWEETO. Look at him blubber so. I had thought my garden had gained a second fountain.

HACKAUN. His tears are soaking his toga and showing us the outline of his physique. Would that clouds would come quickly scudding in and darken this scene.

SOCRATES. You may find escape from the aquatic sorrow you're beholding, yet. Look, another intern approaches.

INTERN. I am happy to report that the Internet is back up. I and my colleagues have prepared mocha double-whips for all present, except for Glaucon, whose stomach cannot abide such things. For him, I have set aside a soy chai in a china mug.

TWEETO. Then all is ready. Come, friends, we have solved the riddle of young Glaucon's offense. Let's go within and see what they're writing about today on TechCrunch.


Urn photo by jtstewart, some rights reserved.

Friday, March 6, 2009

Who's Using PaaS? The Answer May Surprise You

When Platform-as-a-Service (PaaS) vendor Coghead hit the skids recently, other PaaS vendors such as Intuit QuickBase and TeamDesk were quick to offer Coghead customers free conversion tools and migration solutions, so they could keep their applications running smoothly in the cloud.

I was curious about the customers making this move. Had they been they using Coghead for in-house skunk works, pilot projects, or operational applications? In large companies, did management concerns about data security, SOX compliance, and other regulations relegate PaaS to department-level projects that were, shall we say, off the management radar screen? Is PaaS (when not an extension of a proven SaaS solution such as Salesforce.com or Sugar On Demand) simply a way of getting code up and running without having to requisition a server from a bureaucratic IT department? Or is PaaS something more?

To find out, I emailed TeamDesk, asking about their customers and the types of applications they were running. I promptly received a phone call from Val Karmazin, co-founder of ForeSoft Corporation, the company that offers TeamDesk. Promptness, it turns out, is a habit at ForeSoft. The company prides itself on prompt, reliable customer service.

ForeSoft offers four cloud computing solutions:

  • BUGtracka project management and issue-tracking application
  • dbFLEX, a platform for building business Web applications
  • CRMdesk, a help desk application
  • TeamDesk, a platform for building and easily configuring database applications, primarily for the back office

The company was founded in 2001. It's been profitable from the start and hasn't taken any outside investment. TeamDesk, launched three years ago, is now the fastest growing part of the business.

In our conversation, Val made a number of interesting points:

  • The TeamDesk user community is a mix of people, and most of them aren't developers. What? I thought PaaS would appeal mostly to developers who were comfortable with Ruby, Python, Java, virtualization, and so on. That's not so in the case of TeamDesk. The platform is so easy to use and so easy to configure, thanks to a configuration dashboard, that many of the users are small business owners or IT engineers who know enough about databases to establish a relationship between two tables, but not much technical knowledge beyond that.
  • Companies of all sizes are using the service. In addition to small businesses, Val named a major telecommunications carrier, a major shipping company, and a European office of a major Silicon Valley technology provider. Company size doesn't predict whether or not a customer will use PaaS; instead, the determining factor is company culture—how willing is the company to trust a PaaS vendor to do things right. Val says customers take advantage of TeamDesk's free trial, discover how easy to use and reliable the service is, and stick with it.
  • Val points out the distinction between PaaS and SaaS is often illusory. When his customers use his platform to develop business applications that they then rely on day after day, haven't they created in effect a SaaS solution? Read TeamDesk's case study about the sales management application that Hochkoeppler Initiatives created for a customer, and you'll see what he means.
  • TeamDesk users sometimes require a little more hands-on assistance from ForeSoft when they're getting started with the service, but so far the support workload remains manageable.

A couple of conclusions:

  • PaaS is ready for prime time: customers are using it for business applications, not just for development projects.
  • With the proper tools and application user interface, a PaaS vendor can reach beyond the development community to less technical users, broadening the pool of potential customers.
  • Small, focused cloud computing vendors who execute well can run a profitable business.

Monday, March 2, 2009

Business Strategy and PR

If you work for a PR agency or hire PR agencies, ZDNet blogger Jennifer Leggio's recent report on PR firms and social media is a must-read. The report summarizes the results of a survey that Jennifer conducted between November and January. Six hundred forty-two people responded to the survey. "The primary targeted respondents were PR decision-makers at companies with 1,000 or more employees, with small business / start-up owners as secondary targeted respondents."

The heart of the survey examines how well PR firms understand and take advantage of social media. It's relevatory data, but I'd like to call attention to another question the survey touched on: how well PR activity aligns with a company's business strategy.

I've written elsewhere how important it is for a company to create an annual strategic plan, complete with measurable objectives. Once adopted, this plan should direct all major activity in every division and department.

So I was intrigued to see the survey responses to the following statement: "Agency understands how PR needs to fuel entire business strategy, not just news coverage."

Less than a quarter of respondents agreed with this statement (22%), and only 12% strongly agreed with it. Another quarter were on the fence. And fully half of respondents reported that their PR agency did not understand how PR could support the company's business strategy beyond merely getting news coverage.

This breakdown in strategic understanding and execution could explain why, elsewhere in the survey, only 44% of respondents reported that their overall experience with their PR agency had been "good."

What's preventing PR firms from understanding how to support business strategy? I expect the answer is different at different agencies and different clients. But here are some likely explanations:

  • The PR form is working by rote. Take product news, take messaging guidelines, craft press release, pitch, brief, distribute. Repeat. Critical analysis and planning isn't part of the process.
  • The PR team doesn't have a solid understanding of business strategies beyond the strategy of getting coverage.
  • The client has not adequately explained its strategy to the agency. If the strategy is conveyed at all, it's conveyed by:

    • A VP or CXO stepping into a conference room for 15 minutes to brief the PR team and a couple of marketing people on the company's direction for the year.
    • A slide deck that covers high-level trends and initiatives that is emailed over to the PR team.
    • A couple of sentences in a messaging document.


In other words, the problem likely lies sometimes in the capacity of PR agencies. Other times, it likely lies in the poor job the client is doing explaining its strategy in the first place. And other times, it's probably a combination of both.

Ideally, a company should be able to presents its strategy in a 5-20-page document that summarizes 5-10 key objectives for the company and supports them with measurable milestones. The document may include a few pages of background material upfront. The objectives should be bold (perhaps BHAGs, as described by Porras and Collins).

A company should be able to present this strategic plan to its PR agency, as well as to every internal employee. It should review its progress against the plan at least quarterly. Of course, it should also review the PR agency's activities against this plan.

There's nothing wrong with a VP or CXO stepping into the room to explain the big picture to the team. And there's nothing wrong with sending lots of background material in the way of slides and white papers to educate the agency. But the more clearly a company enunciates its strategy (through a formal strategic plan), the more likely everyone involved in the company—from internal teams to external agencies—will able to act effectively to achieve important strategic goals.

Pop quiz: If you had detail your company's business strategy to a new PR agency or a new internal hire 15 minutes from now, would you be able to do it?


Big arrow photo copyright, some rights reserved, Mikl Roventine.

Friday, February 27, 2009

Socialcast Helps Teams at NASA Communicate More Easily and Capture Tacit Knowledge

NASA, where the hard work literally is rocket science, depends on timely communication: not just between control centers and distant space craft, but also among workers distributed across NASA's ten major R&D centers. Recently the issue of inter-center communication has become especially important, as NASA undertakes its Constellation program to update the Space Shuttle. Previous NASA missions were usually developed at a single NASA center. The Constellation project, a major technical undertaking, spans centers and requires far-flung research and engineering teams to work together efficiently.

So it behooves NASA to find broadly applicable solutions for employees and contractors to exchange information—exchange it, and record it, too, for another transformation NASA is facing is the aging and retiring of its workforce. The average NASA employee is nearly 47 years old and has worked at the organization for 17 years. There's a lot of NASA history and knowledge walking around in lab coats and business casual. And many of those employees are beginning to retire. To preserve the organization's intellectual capital, NASA needs to find a convenient, unobtrusive way for employees to record and share their tacit knowledge.

These challenges were evident to a group of NASA JPL engineers who attended the KM World conference back in 2007. There they heard a talk by Tim Young, CEO of a social networking platform solution called Socialcast. Tim talked about the benefits of Socialcast, a SaaS service that enables company employees to post status messages, ask and answer questions, share documents, and so on.

The NASA engineers were intrigued and decided to launch a pilot project. Celeste Merryman, a pilot manager for Computer Sciences Corporation (CSC) at NASA JPL, and Douglas Hughes, a project manager at NASA JPL, ran the pilot project, which involved customizing Socialcast for the NASA environment. The new SaaS service was dubbed NASAsphere.

Now the results of that NASAsphere pilot are in, and they're quite compelling.

  • NASAsphere participants invited 398 of their colleagues from around NASA, with 55% acceptance rate.
  • Within the 60-day span of the pilot, the NASAsphere community grew from 78 activated accounts to 295.
  • Communications truly crossed geographic centers. When employees posed questions, 93% of the answers came from users at remote locations. By the end of the pilot, at least one person from every NASA center had participated in the NASAsphere community.
  • A survey of NASAsphere users found that 52% recommended the platform be implemented for contractors and civilians, in addition to employees.
  • In the same survey, 45% of users said they expected they would contribute to the NASAsphere platform weekly.
  • Not surprisingly, the report recommends a broader implementation of the Socialcast solution.
For more details about the pilot and its results, check out the NASAsphere SlideShare presentation here or the final NASA JPL report here.

Thursday, February 26, 2009

Cloud Computing Predictions, Revisted

All right, I'm going to strike the tentative tone that had crept into one of my predictions for cloud computing in 2009. When I read about the success of Marketo, Central Desktop, and others SaaS vendors, I can more evidence of young SaaS vendors racking up impressive sales by solving important business problems. So I'm revising prediction #4 to read:

Small vendors who apply their domain expertise to bring the power and convenience of cloud computing to business areas underserved by IT, can gain market traction and growing a profitable business by delivering exceptional operational business value to customers.

I still believe that, as one commenter to this blog put it, "PaaS is a tough nut to crack." But SaaS offerings that are focused and immediately useful should have a very good 2009. Which, of course, is wonderful news.

Tuesday, February 24, 2009

LiquidPlanner Integrates Micro-blogging and Time Sheets with Statistically-based Project Management

In a blog post last week, I cited LiquidPlanner as a SaaS company that was tackling an important business problem—project management— in a new way (applying statistics to change guesses into estimates, thereby dramatically increasing the accuracy of project plans).

Today, the company announced its 2.0 release. I'd like to call attention to a couple of new features in the release.

Integrated Microblogging

LiquidPlanner has integrated micro-blogging in its project management interface. This makes a lot of sense.

Thanks to Twitter, a growing number of people recognize the power and convenience of micro-blogging (posting short messages, perhaps containing links, that can be read by large numbers of people who opt in). Twitter, of course, is mostly a public forum, the exception being any hypothetical network of users who all password-protect their updates.

Internal business communications call for a separate, parallel channel to Twitter. Hence the launch of Yammer, a company that replicates basic Twitter functionality for closed communities, such as companies.

But Yammer's tweets or blog-posts aren't integrated with any other business software. It's unlikely that Yammer users are going to abandon Twitter, so it's entirely possible that someone might end up using:

  • Twitter for the public commmunications
  • Yammer for internal communications
  • 37 Signals or Microsoft for internal project management

with no integration between Yammer and the project management program.

LiquidPlanner offers the advantages of Yammer—secure internal microblogging—with the added advantage of context and linking: I see find all the micro-blog posts related to a specific project, for example. Or put another way: now micro-blogged posts become another convenient information source for tracking the development of projects.

LiquidPlanner calls this feature "workplace chatter." It looks like this:



Users can see everything, including "chatter" and design documents, related to a project.



Time Sheets

Another new feature is time sheets. LiquidPlanner 2.0 offers built-in time-tracking, obviating the need for separate software to track the hours that people are putting into a project. Time-tracking data can be exported in standard formats for use in HR and billing applications.

Putting It All Together

These new integrated features make a lot of sense. In addition to posting documents and status, why not blog about a project and track hours, all in the same program? LiquidPlanner creates a workspace where customers can manage and record everything having to do with a project.

I expect we'll see more integrations like this in the SaaS market.

Disclaimer: LiquidPlanner is not a client.

Postscript to disclaimer: For information on becoming a client, contact me.

Which Do You Offer a Weary Traveler: A Unicycle, a Bicycle, or a Segway?

A guy is walking down a long road. He's tired.

Three trucks pass him, then come to a screeching halt. The drivers hop out. They open the backs of their trucks. They're salesmen!

The first driver offers the traveler a unicycle. It's low-cost and easy to maintain, possessing only half the tires and less than half of the moving parts of a bicycle. It doesn't require any electrical charging system or cables. If you forget to plug it in when you go to bed, it's still ready for use in the morning. Very nimble. Low cost. Agile. And it's pretty cool, too. How about it?

The second driver offers the traveler a bicycle. Of course, everyone knows how to ride a bicycle. Yes, it has more moving parts than a unicycle, but it's easier to use. Yes, you still have to pedal, but how hard is that? It's easier than walking if you're tired.

The third driver is wearing a suit, and he comes gliding up on his Segway. Here's the best choice of all, he says. Turn-key solution. No walking required. Minimal training. The Segway handles all the forward motion for you. You just stand still. Yes, it's more expensive than the other solutions, but you end up doing less work, and you'll have more energy for other activities. Now, let's talk about a charger and a service contract.

Which vehicle does our weary traveler choose?

Which business model would you bet on?

Unicycle Products

Unicycles are exciting and fun, but they require our traveler to learn new skills. I'm going to bet that most people reading this post think that the unicycle is the least likely choice for our traveler.

Yet how many companies bet their business on weary, overworked customers learning new skills (programming languages, complex UIs, etc.)? The novelty and supposed low cost of an approach blinds companies to how things look to a customer. Even if the customer isn't consciously opposed to novelty, he or she is just not likely to get around to learning new skills in order to realize the vision promised by a vendor.

Segway-style Products

At the other extreme, we have Segway-style products. Ingenius. Turn-key. More maintenance overhead. If a novel programming framework is a unicycle, an enterprise software suite from SAP or Oracle is probably more like a Segway. Lots of features. Minimal tinkering for end users. High cost.

Bicycle Products

The bicycle is somewhere in between. Our weary traveler still has to do work to ride a bicycle, but he already has the skills to do it. Yes, there's potentially some maintenance involved, but bicycles are so ubiquitous, there are repair shops everywhere. And maintenance costs shouldn't be exorbitant. So, yes, the bicycle doesn't eliminate all work, but the traveler can begin riding right away without breaking his budget.

My guess is that he hops on the bicycle. (Unless he's also wearing a suit and has the budget and corporate mandate to go for the Segway.)

(In 2007, 18.2 million bicycles were sold in the United States.)

Moral: Even in a tough economy, a bare-bones, low-cost product will have difficulty gaining traction if it requires customers to change their habits and do things they've never done before.

As always, comments welcome.

Unicycle photo Creative Commons Copyright (some rights reserved) by Julian Meade.