Viewing entries in
Uncategorized

Comment

A Wiki-Powered Buyer's Guide Launched By Latin American Media Company

The BuscaPe Group, a Latin America media company, has launched Wiki2Buy, an Internet-based collaborative buyer's guide. Wiki2Buy was developed through the use of MediaWiki, the same platform that is used by Wikipedia and it enables users to contribute content related to purchasing decisions. Content includes information about products, services and service providers.

Journalism students helped create the first guides.

This is a very clever concept, but still very much a work in progress. Internet users are increasing becoming interested in utilizing the web as a collaborative platform and, for the most part, seem interested in contributing content for the common good. However, it's too early to say if they will become engaged with Wiki2Buy and engaged enough to help create a robust offering. Time will tell if the time is right for a buyer's guide built on the Wiki concept. Users certainly control the destiny of this initiative. It will be interesting to see what they do.

Comment

Comment

Because It's There

In September, 1996, a young man named Naveen Jain held court during a cocktail reception at the InfoCommerce Conference, telling a large group that his six month old start-up company, in his humble opinion, was worth $25 million. Most people smiled indulgently at this audacious statement. It turned out that Jain was wrong, very wrong. Jain's company, InfoSpace, an early dot-com IPO, commanded a market cap of nearly $40 billion just four years later.

Jain left InfoSpace in an acrimonious parting in 2003, and promptly launched a new venture called Intelius. Initially a homeland security play, Intelius aggregated huge amounts of public domain information on individuals. This morphed into a low-end consumer play ("get background information on anyone") and now seems to be trying to move upscale with a range of services like identity theft protection and nanny background checks.

Intelius has recently filed for a $143 million IPO, but just as lightening seems ready to strike twice for Jain, the company has become embroiled in controversy over its newest offering, a reverse cellular phone number directory.

Leave aside for the moment just how useful this product might be. Not long after the major wireless carriers abandoned plans for a national, opt-in cellular directory, along comes Intelius, apparently using a combination of lists and web spidering, with the same product. The general public, which made clear that it didn't want a plain vanilla cell phone directory, is seeing red at this seemingly sneaky and invasive database. And the wireless carriers agree with their customers. Verizon Wireless is even threatening litigation against Intelius, and the database has piqued the interests of the federal government as well.

Who legitimately needs this product that Intelius has built? Very few, at least relative to the effort involved in building this database. Further, couldn't Intelius anticipate the response to this product when the public had so recently and loudly rejected the concept of even a permission-based cell phone directory?

So why did they do it? I suspect the simple answer is, "because it's there." It's a troubling trend in a lot of companies these days. They see mountains of data, and turn some clever programmers loose to mine nuggets from it. In most cases it's a benign though expensive waste of resources to create a data product that nobody wants. In cases like Intelius, however, someone should have realized that not only is the product of marginal utility, it is going to face a firestorm of opposition.

The lesson is simple but important: just because you can efficiently build huge databases of information by extracting content from the web doesn't mean you should. More times than not, these databases are of little value. And in some cases too, it's important to consider whether society is ready for the data you are aggregating. When it comes to data mining, the test of whether or not an activity is legal is a pretty low bar. Intelius is a perfect example of a company that may pay a very high price in a cratered IPO for activities that appear to be perfectly legal. So be very wary of the "because it's there" business model.

Labels: , ,

Comment

Comment

Hoover's Launches Hoover's Connect; To Acquire Visible Path

Hoover's this week announced the official launch of its business networking tool, Hoover's Connect. At the same, Hoover's announced that it will acquire Visible Path, the company that run the Hoover's Connect service. Terms of the deal were not disclosed.

Hoover's Connect had been available for the past year in a Beta version on the company's free site. This release now gives Hoover's subscribers access to the networking service that enables users to connect to someone new through an individual already in their network and better equipped to make an introduction.

Subscribers can access Hoover's Connect when they visit a web page containing a company record. When the click the "Connect" button on that page, referral paths appear that highlight the strongest path within that particular subscriber's network. Users can actively build the network by inviting people to join or passively with an Outlook plug-in that applies social networking algorithms to automatically rate relationship strength.

According to Hoover's this service differs from other professional networking tools because it can identify the strongest relationships by evaluating users' Outlook systems (e-mail and calendars). Hoover's Connect then assesses the strengths and rates them. Privacy settings prevent identities from being revealed if individuals want to remain anonyomous.

Hoover's Connect seemed like a good idea when it launched in Beta a year ago and it still seems like a good idea now. Social networking continues to be a popular information sharing concept, so it was really a natural next step for Hoover's. Customers already rely on Hoover's to provide them with the business information (about companies and individuals) they need to complete their work-related tasks. It makes complete sense to complement that main service with one that enables subscribers to truly complete their tasks--by connecting them to individuals they want to do business with.

Entering the market after such established networking sites such as Facebook and LinkedIn really isn't a factor here. If anything, those sites paved the way for social networking and helped demonstrate its value to the business community. Most of Hoover's users have probably already used the features of such networking services already, so getting used to Hoover's Connect should be an easy adjustment. Getting them to try it should also be a bit easier thanks to the privacy safeguards Hoover's has installed. It will be surprising if Hoover's Connect is anything but a success.

Comment

Comment

DirectoryM Relaunches Ad Network

DirectoryM has relaunched its ad network that helps businesses connect to local customers online less than one year after an employee buyback. The company's hosted platform enables publishers to include local business directories and contextually-relevant articles on their web sites.

DirectoryM's content engine crawls the publishers' databases to find the content and present it to specific site visitors of a targeted region. Publishers can customize the directories to blend in with their site design and other site offerings. DirectoryM functions under a revenue-sharing model. However, other ad models, including pay-per-call, are available options.

There is certainly a need for DirectoryM's service as consumers increasingly rely on the Internet to find appropriate service providers. DirectoryM's service helps publishers offer even more relevant content to its readers while helping local businesses connect with local customers who are ready to purchase a particular product or service.

It's also a positive that employees were able to get the company back on track. It appears that the features and functionality of the DirectoryM platform remain the same; but it's possible that could change. While the company boasts impressive web site publishing partners, such as Newsweek.com, its possible another focus will be on adding more publishers and advertisers to the network.

Comment

Comment

A Cure for Site Registration Blues?

I'd seen it before on a few other sites, didn't know what to make of it, and kept going. But when I saw it front and center on Plaxo's main sign-in screen, I knew it was time to check out this latest web innovation: OpenID.
Viewed at 50,000 feet, OpenID is an ingenious concept: You can register (once) at any OpenID-enabled site, and then use your username (in the form of a URL) at other OpenID sites to skip the dreaded process of re-registering at every single site you visit. It's a classic win-win: publishers gather more registrations complete with highly valuable user data, and users get faster, more fluid access to a large number of sites.

I spent a little time reading up on OpenID to get the gist of it. Then I created an OpenID for myself at www.openid.org. Time to give it a whirl.
I went to the LiveJournal.com, a blogging site. I logged in with my OpenID and was presented with a totally confusing page in response that left me uncertain if I had logged in, but in clicking around some more, I think I was logged in. I went back to Plaxo, entered my OpenID, and in response got an error page so lengthy I actually think I may have crashed their server. I tried to log into NerdBank, a programmer community site (they should know how to make it work, right?) but got only "authentication error" in response to my login.

So what's going on? Two seconds on the official OpenID site yields the answer: OpenID is being killed by the very programmers who are developing it. It's nerd heaven, too clever by a half in almost every respect. Everyone is running around finding clever new applications for OpenID without taking the time to make sure that its most important application, cross-site registration is working simply and dependably.

OpenID is great in concept. It appears to be getting some traction too, with Microsoft, AOL, Sun, Novell and others embracing it. I thought it was really hitting its stride when I saw it so prominently featured on Plaxo, but it's not yet ready for prime time. I am not ready to write it off, because its goal is so worthy, and its upside potentially so great for publishers. But for now, just watch and wait.

Labels: ,

Comment