Business

You are currently browsing the archive for the Business category.

Let’s start by asking this question:

Is Google becoming the world’s biggest SEO company?

That question popped into my mind after reading The Google Algorithm, an editorial in Wednesday’s New York Times. It begins,

Google handles nearly two-thirds of Internet search queries worldwide. Analysts reckon that most Web sites rely on the search engine for half of their traffic. When Google engineers tweak its supersecret algorithm — as they do hundreds of times a year — they can break the business of a Web site that is pushed down the rankings.

— and then goes on about the company’s “pecuniary incentives to favor its own over rivals” and how “the potential impact of Google’s algorithm on the Internet economy is such that it is worth exploring ways to ensure that the editorial policy guiding Google’s tweaks is solely intended to improve the quality of the results and not to help Google’s other businesses.”

The framing here is business. That is, the Times is wringing its  hands about Google’s influence over businesses on the Web. That’s fine, but is business all the Web is about? Is the “Internet economy” limited to businesses with Web sites? Is it limited to the Web at all? What about email and all the other stuff supported by Internet protocols? Have the Internet and the Web, both creations of non-commercial entities and purposes, turned entirely into commercial places? The Times seems to think so.

Google’s dominance of the search business is an interesting problem, but it’s also something of a red herring. Seems to me the bigger problem is what the search business — which consists entirely of advertising — is doing to the Web.

Ever since Google invented AdSense, making it possible for advertising to appear on websites of all kinds, there has been a rush to riches, or at least toward making a few bucks, by grabbing some of that click-through money. That’s what SEO (Search Engine Optimization) is mostly about. As a result the number of websites that exist mostly — or entirely — to make advertising money, has grown. I’ve been looking for numbers on this and can’t find any, but I’ll bet that the non-commercial slice of the Web’s total pie has been shrinking, and the portion paid for by advertising (or just looking to make money on advertising) has been growing.

Thus it makes sense that Google will care more about that growing slice of the Web’s pie, and less about the non-commercial stuff. I’m not saying that’s the case. It just seems to me that the Web is more about advertising than ever, and a lot more of that gets in the way of what we might be looking for — especially if what we want isn’t advertised.

So that’s one thing. Here’s another: Adam Rifkin‘s Pandas and Lobsters: Why Google Cannot Build Social Applications. Very insightful and interesting piece. Not sure I agree with all of it, but it does make me think — about malls.

Remember back when e-commerce was new, in the mid-90s? Seemed like all the big guys and wannabes wanted to build malls on the Web. It was wacky, because the Web isn’t a farm on the edge of town that you can pave and put a bunch of stores on. It’s a wide open space. But an interesting thing has happened here, fifteen years later. “Social” sites are malls. They’re places people go to hang out and buy stuff. They’re enclosed, separate. Big and accomodating. Fun to be in. But private. Here’s a long quote from Adam:

Facebook is a lobster trap and your friends are the bait. On social networks we are all lobsters, and lobsters just wanna have fun. Every time a friend shares a status, a link, a like, a comment, or a photo, Facebook has more bait to lure me back. Facebook is literally filled with master baiters: Whenever I return to Facebook I am barraged with information about many friends, to encourage me to stick around and click around. Every time I react with a like or comment, or put a piece of content in, I’m serving as Facebook bait myself. Facebook keeps our friends as hostages, so although we can check out of Hotel Facebook any time we like, we can never leave. So we linger. And we lurk. And we luxuriate. The illogical extreme of content-as-bait are the Facebook games where the content is virtual bullshit. Social apps are lobster traps; Google apps do not bait users with their friends.

Quora is restaurant that serves huge quantities of bacn and toast. Quora is a dozen people running dozens of experiments in how to optimally use bacn to get people to return to Quora, and how to use toast to keep them there. Bacn is email you want but not right now, and Quora has 40 flavors of it that you can order. Quora’s main use of Bacn is to sizzle with something delicious (a new answer to a question you follow, a new Facebook friend has been caught in the Quora lobster trap, etc.) to entice you to come back to Quora. Then, once you’re there, the toast starts popping. Quora shifts the content to things you care about and hides things you don’t care about in real-time, and subtly pops up notifications while you’re playing, to entice you to keep sticking around and clicking around. Some toast is so subtle it doesn’t even look like a pop-up notification — it just looks like a link embedded in the page with some breadcrumbs that appear in real-time to take you to some place on Quora it knows you’ll find irresistible. For every user’s action, bacn’s and toast’s fly out to others in search of reactions. (Aside: if I were Twitter, I would be worried. Real-time user interfaces are more addictive than pseudo-real-time interfaces; what if Quora took all of its technology and decided to use it to build a better Twitter?) Social apps are action-reaction interaction loops; Google apps are designed just for action.

I really don’t care that Google sucks at social apps (if that’s true, and I’m not sure it is… not totally, anyway). What I care about is that all this social stuff happens in private spaces. Maybe there’s a better metaphor than malls, but I can’t think of one.

Oh, and how do these malls make their money? Advertising. Not entirely, but to a large extent.

The problem with that is what it has always been. Advertising is guesswork, and most advertising is wasted, even when advertisers only pay for click-throughs. The misses far outnumber the hits, and that’s a lot of waste — of server cycles, of bandwidth, of time, of pixels, and of rods and cones in the backs of our eyes. Ad folks calls the misses “impressions,” but who’s impressed?

It helps to remember what the Web  was in the first place — and what the Web is still for. Nobody has ever explained that better than David Weinberger, in a Cluetrain Manifesto chapter called The Longing. David wrote that in 1999. Like other fine antiques, it only gets more valuable with age. And with the degree to which modern forms depart from old and better ideals.

[Later…] There’s always a bigger picture, of course. I love this one from Ethan Zuckerman, whose has been spreading my horizons for a long time and keeps getting batter at it.

If you want to get the most out of your Verizon FiOS (fiber to the home) Internet connection, here are your top two tiers:

FiOS tiers

I have the one on the left, and that’s what I’m paying for it. The service is rock-solid and reliable. So is support, as rarely as I’ve needed it.

But when I go to work, my upstream speeds are higher — up to 100 Mbps. I get more done. And I’m not the only techie who appreciates high upstream speeds. Boston is the world’s biggest college town, and full of other industries (pharma, big science, finance) that are staffed by professionals that could use the speed too.

But Verizon does this weird thing with the next tier up: they cut back the upstream speed from 25 Mbps to 20 Mbps. At double the price. WTF is that all about? When I ordered the 25 Mbps tier several months ago, the guy on the phone told me the reason was “just marketing.” He also said “We could give you 100Mbps tomorrow and blow everybody else out of the water.”

So why not?

Oddly, all of FiOS’ “Triple Play” (Internet + TV + phone) bundles here have relatively low Internet speeds, compared to the two tiers above. If the Net is your main interest, you might be better off without the TV and the phone. (In fact, we had the other two “plays” we got FiOS originally, and dumped them later, mostly because  we hardly used them.) If you view more bundles, your best speeds are still just 25/25Mbps.

My request (and advice — and companies do pay me for this stuff) to Verizon is to do two things:

  1. Come up with a sensible offering — one that doesn’t subtract upstream value at twice the price.
  2. Try localizing a bit. Boston isn’t Red Bank. (And no offense to that town or other FiOS service areas.) See what happens when you super-serve a region with an offering that makes sense for it.

Maybe Verizon is doing that, sort of, with its business offerings. But getting to the actual offerings requires many clicks and filling out forms. Where I finally arrived in my latest hunt was a page with this set of choices:

First, this is much better than what I remember about my last look at FiOS business deals.

Second, that 35/35 offering is attractive.

Third, once again, we have an upstream speed drop when you go to the highest tier.

Fourth, the “static” offering is poorly explained. What this means is a real IP address, rather than one dynamically assigned by the router. This is real Internet stuff, so the customer can, say, run a server. (The copy does say “host websites.”) But, unless I’m missing it, nowhere does it say how many IP addresses the customer gets. For customers who care about this stuff, that’s the first question that will come up.

Fifth, the examples are poor. Here are some of the things that serious professional customers might care about:

  1. Offsite storage or backup
  2. Virtual computing in the cloud, such as with Amazon’s EC2
  3. Running servers in a co-lo or some other heavy-lifting environment
  4. Remote rendering, such as RenderCore

Verizon (or any ISP) could offer any of those services locally themselves, taking advantage of low latencies. In fact, in some cases that can be a huge advantage, and therefore a selling point.

Again, the service I’ve had all along with FiOS (going on three years now) has been solid and good — so good, in fact, that I miss it a lot when I’m gone. (Such as with this example here.) I just want it to be better. Hope this helps.

Tags: , , ,

There are two essential concepts of location for the World Wide Web. One is you: the individual, the reader, the writer, the customer, the singular entity. The other is the World.

I live and work mostly in the U.S. I also speak English. My French, German and Spanish are all too minimal to count unless I happen to be in a country that speaks one of those languages. When I’m in one of those places, as I am now in France, I do my best to learn as much of the language as I can. But I’m still basically an English speaker.

So, by default, when I’m on the Web my language is English. My location might be France, or Denmark or somewhere else, but when I’m searching for something the language I require most of the time is English. That’s my mental location.

So it drives me nuts that Google sends me to http://google.fr, even when I log into iGoogle and get my personalized Google index page. When I re-write the URL so it says http://google.us, Google re-writes it as http://google.fr, no matter what. On iGoogle I can’t find a way to set my preferred language, or my virtual location if it’s not where I am right now. I can’t do that even when I have Google translate, instantly, in my Google Chrome browser, the page text to English. (I’m sure there’s a hack, and I would appreciate it if somebody would tell me. But if there is why should it be so hard?)

Bing comes up all-French too, but at the bottom of the page, in small white type, it says “Go to Bing in English”. Nice.

So now, here in Paris, I’m using Bing when I want to search in English, and Google when I want to search for local stuff. Which is a lot, actually. But I miss searching in English on Google. I could ask them to fix that, but I’d rather fix the fact that only they can fix that. Depending on suppliers to do all the work is a bug, not a feature.

What matters is context. I’m tired of having companies guess at what my context is. I know what my contexts are. I know how they change. I want my own ways of changing contexts, and of informing services of what those contexts are. In some cases I don’t mind their guessing. In a few I even appreciate it. But in too many cases their guesses only get in the way. The Google search case is just one of them.

(disclosure: I’ve done work for Phil) gives a talk in which he provides a brief history of e-commerce. It goes, “1995: Invention of the cookie. The End.” Thanks to the , we have contexts — but only inside each company’s silo. We can’t provide our own contexts except to the degree that each company’s website allows it. And they’re all different. This too is a bug, not a feature. (Just like carrying around a pile of loyalty cards and key tabs is a bug. Hey, I know more about who and what I’m loyal to than any company does — and I’d like my own ways of expressing that.)

At this moment it is commonly believed that the contexts that matter most are “social”. This is defined as who my friends are, and where I happen to be right now. This information is held almost entirely by commercial services: Facebook, Twitter, Google, Foursquare, Groupon, Blippy and so on. Not by you or me. Not by individuals, and not independently of all those services. This too is a bug. Who your friends and other contacts are is indeed a context, but it should be one that you control, not some company. Your data, and how you organize it, should be the independent variable, and the data you share with these services should be the dependent variables.

Some of us in the community (including Phil and his company, ) are working on context provided by individuals. In the long run these contexts can work for any or all commercial and non-commercial institutions we deal with. I expect to see some of this work become manifest over the next year. Stay tuned.

Tags: , ,

The backlash against “personal branding” has begun. I saw it first in this post by Yvonne in BlogHer.  Now you can feel the line begin to whip with Manifesto: I am Not a Brand, by Maureen Johnson, also in BlogHer. Bravo.

The pull quote: “We can, if we group together, fight off the weenuses and hosebags who want to turn the Internet into a giant commercial.”

My own take is here.

Tags: , , , , , , , ,

Starbucks Announces Free Wi-Fi, Proprietary Content Network, the headline says, in a story by Eliot Van Buskirk in Wired. Some quotage:

“Free Wi-Fi is in my mind just the price of admission — we want to create … new sources of content that you can only get at Starbucks,” chairman and president and CEO Howard Schulz told the Wired BusinessConference. “This is a thing that doesn’t exist in any other consumer marketplace in America.”

Starbucks hopes to make money from these initiatives indirectly, by “enhanc[ing] the experience” and making the content “so compelling that it drives incremental traffic,” said Schulz as he announced the new initiative at Wired’s Disruptive by Design conference on Monday…

Each customer must log in to Wi-Fi and the Starbucks Digital Network with a unique identifier, so Starbucks won’t only know where you are, but who you are, potentially allowing for targeted messaging to offset cost further. Focus groups have been quite receptive to the free Wi-Fi and local content customers will get in return, says the CEO.

So, where will all of this content come from? Especially, when Starbucks wants it to be updated multiple times a day, so people always see something new.

In addition to the inked partnership with Yahoo, Starbucks is talking to AOL’s Patch.com content-creation division about having it create customized content for the network. In addition, the network will include free online access to the Wall Street Journal, with a percentage of subscription revenue generated when coffee drinkers decide they want to access those articles elsewhere, too.

Salivating yet? Me neither.

The last thing I want from Starbucks — or any store, for that matter — is a target on my back. I do not wish to be tagged like an animal and tracked by marketers. The only identifier I want from Starbucks is the one I give them to call out when my coffee is ready. And that may not even be my name.

The free online access to the Journal is a nice deal, since the paper, both online and off, is freaking expensive. The “proprietary local content” is a big so-what. Sure, Patch.com is good at what it does, as is WickedLocal.com. But both are already free on the Web. And it’s unlikely that local journalists are going to want to go to work for Starbucks, especially for the money they’re not likely to make.

To me Starbucks has three problems, at least two of which Schultz has addressed already and needs to address again. One is the continued belief by its employees that a cappuccino is one ounce of espresso and ten ounces of milk in a twelve ounce cup. Another is selling too much stuff that’s not coffee. The third is music that’s too loud.

Visit any Peets. There the problem is that all the seats are taken. At most Starbucks they aren’t. (Far as I’ve seen, anyway.) The simple reason is that Peets makes better coffee.

It also annoys me that the Wired story lacks links to Patch.com and the Journal.  It also forces me to copy this, even though it’s not visible in the story’s print:

Read More http://www.wired.com/epicenter/2010/06/starbucks-announces-free-wi-fi-proprietary-content-network/?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+wired%2Findex+%28Wired%3A+Index+3+%28Top+Stories+2%29%29#ixzz0quYSZGhb

I hate that. I also don’t know how Wired does that, nor do I want to take the time to know it, though I probably will, so I can hate it more specifically.

Bonus link, via Bruce Sterling.

The Onion: Starbucks To Begin Sinister ‘Phase Two’ Of Operation.

Branding has jumped the shark. The meme is stale. Worn out. Post-peak. If branding were a show on Fox, it would be cancelled next week.

I can witness this trend by watching links going to three posts I made last month:

The latest to point this direction is People Aren’t Brands, by one of these guys here (I see no byline) in UKSN, the UK Sports Network. After pointing generously to the second of the posts above, they say,

In the current business world, brands aren’t human beings. They should be, and any social media practitioner worth her salt will be working damn hard with their clients to try and make them more so, but as it stands they are companies, corporate vehicles which are not set up to deal with human error…the kind we are all susceptible to, especially some high profile celebs.

Well, all due respect (and UKSN deserve plenty), brands aren’t people. True, it’s good to humanize companies, turn them inside out, tear down the walls of Fort Business, and otherwise cut out the pro forma BS that tends more commonly to bottle up a company’s humanity than to celebrate and leverage it. But doing that isn’t branding. It’s just good sense.

True, branding is a helpful way to align a company’s distinctions with its identity, or to make it more attractive, memorable and stuff like that. But it matters far less than a well-earned reputation. Consider these statements:

  • Nike has a reputation for making good shoes.
  • Apple has a reputation for making artful technology.
  • Toyota has a reputation for making reliable cars.

Now let’s re-phrase those using the word “brand” instead of “reputation.”

  • The Nike brand makes good shoes
  • Apple is the brand for artful technology.
  • Toyota is the reliable car brand.

Two points there. First, it’s hard to re-phrase reputation as brand, no matter how you put it. Second, branding is not positioning. By that I mean it would be easier to make positioning statements about any of those companies than to make a branding statement.

That’s because brands are nothing but statements. At best they are a well-known and trusted badge, name or both. At worst they’re a paint job, a claim, a rationalization or an aspiration. Branding can help a reputation, but it can’t make one. Real work does that. Accomplishment over time does that.

Consider for a moment the value of Toyota’s reputation as a maker of reliable cars. This reputation was earned over at least five decades. Millions of people have had good experiences with reliable Toyota cars and trucks. That reputation has kept Toyota’s head above water through the trials of the last year, when an endless string of bad news stories about sudden acceleration and other faults have been streaming through the news media. In the tug between bad news and good reputation, branding was a no-show.

Judged by the standards of real branding companies (such as Procter & Gamble, which invented and named the practice), Toyota’s branding work has been mediocre at best. It has created cars with confusing names (Corolla, Corona, Carina, Celica, Crown, Cresta, Cressida) and weird hard-to-pronounce names (Camry, Yaris), and has produced relatively little memorable advertising, considering the size of the company and the quality of its cars. Worse, those Toyotathon ads by local dealers, which ran until the Daily Show’s Toyotathon of Death segment buried them for good, were among the most persistent and annoying pitches of all time. In fact, Toyota dealers in general had relatively bad reputations. The one thing Toyota did well was make reliable cars. Toyota’s reputation persists because it was earned, not just claimed.

Branding is jumping the shark now because, on the whole, the Net favors reality over bullshit. Saying stuff may get more attention than doing stuff, at least in the short run. But doing stuff is what makes the world work.

The hard thing for social media folks is that they’re still working the Saying Stuff beat while  Doing Stuff is what matters most. Getting companies to do different stuff, or to do the same stuff differently, is hard. Getting companies to do either of those things for long enough to earn a reputation for it is harder still.

But, good luck with that.

Meanwhile here’s how UKSN (in its People Aren’t Brands post) advises companies aligning with sports figures:

Corporates need to let go of the term ‘brand’ and all the connotations it brings when they are working with celebrities. When they hire the celeb, they think that person is now representative of the brand…something which humans can’t do! They can be themselves and if the company is comfortable with whom they are and what they stand for as a human being…then there is value to be derived by association. Expecting the person to fit into the perceived brand of a company is a recipe for (potential) disaster.

All good advice. What makes branding especially difficult in the sports world is that celebrity itself, and the fashions surrounding it, are part of the game. Sports figures endorse, and are endorsed by, “corporates,” and both benefit from each other. This morning I heard that money offered by teams shouldn’t have that much influence on which team LeBron James signs up with next (so long as they’re all within a few million dollars of each other), because he’ll make far more from his corporate affiliations. This is a set of considerations where UKSN knows far more than I do, and where branding of the old P&G sort still matters a great deal.

Sports is a special case. So are fashion and celebrity, and how all three of those overlap.

In most of society, however — including most of the business world — who you are and what you do matter more than how you look and how famous you become. Because who you are and what you do are what make the world a better place. And not just something to talk about.

[Late addition…] Tom Ford with Tina Brown on marketing and branding. Great clip.

Tags: , , , , , , , , , , , , , , ,

VRM meets CRM

CRM Magazine has devoted much of its May 2010 issue, including its cover and lead stories, to VRM and the growing power of individual customers, within which VRM is one vector.

Naturally, is also covered, since it pointed in this same direction, long ago.

This is an impressive move on the part of the CRM Magazine folks, and I hope the industry it covers follows its lead.

I put up a longer post about this over at the ProjectVRM blog. Read the rest there. And if any of ya’ll have a hard copy of the magazine, please save it, since I haven’t seen one yet and would like to collect a few in any case.

Meanwhile, a high five to Tara Hunt, who introduced the CRM Magazine folks to VRM, and got the ball rolling with then.

Tags: ,

Last July I explained Why WQXR is better off as a public radio station. One hundred and twelve comments followed, the last posted in January of this year. Far as I know, that’s a record for this blog.

Background: when WQXR, which had been New York City’s landmark classical music station since the Roosevelt Hoover administration, was sold by the New York Times to WNYC, it went through two huge changes. First, it went up the dial from 96.3 to 105.9, while dropping to about 1/10th the wattage of its old signal. Second, it changed from a commercial station to a noncommercial one. Those opposed to the moves predicted failure on both accounts.

Instead, WQXR is a success. It’s ratings briefly tanked during the transition last October, then bounced back to their old levels:

Since then WQXR has run neck-and-neck with its parent’s main station, WNYC-FM (which has a signal identical to the old WQXR, coming from the same master antenna on the Empire State Building):

(Source for both: Radio-Info.com. Click on the images for details.)

Those three columns are for January, February and March of this year. The February number, 834,400, was reportedly tops in all of public radio. That’s what Elizabeth Jensen wrote in yesterday’s Classical Music’s Comeback, on Public Radio, in the New York Times. She says WQXR is a financial as well as a ratings success, and typical of successful transitions by other classical stations from commercial to noncommercial business models, in some cases with lesser signals as well.

So, all ends well that starts well.

Tags: , , ,

When  reported on the next-generation iPhone that had come into its hands, I was as curious as the next geek about what they’d found. But I didn’t think the ends justified the means.

The story begins,

You are looking at Apple’s next iPhone. It was found lost in a bar in Redwood City, camouflaged to look like an iPhone 3GS. We got it. We disassembled it. It’s the real thing, and here are all the details.

“We got it,” they said. How?

There was much speculation about that, but obviously — if the phone was a real prototype — it must have been lost by an Apple employee. That’s why I tweeted, “Some employee is in very deep shit for letting this happen: http://bit.ly/bVN5Ma” But others wondered. Was it planted by Apple? That’s what, for example, Howard Stern guessed on his show yesterday morning. He thought it was a brilliant marketing move by Apple.

But Gizmodo set their record straight, through a much-updated piece titled How Apple lost the next iPhone. After telling the story, at length, of how Gray Powell, an Apple employee, had left it at a restaurant (“The Gourmet Haus Staudt. A nice place to enjoy good German lagers”), Gizmodo unpacks the means by which the phone came into their possession:

There it was, a shiny thing, completely different from everything that came before.

He reached for a phone and called a lot of Apple numbers and tried to find someone who was at least willing to transfer his call to the right person, but no luck. No one took him seriously and all he got for his troubles was a ticket number.

He thought that eventually the ticket would move up high enough and that he would receive a call back, but his phone never rang. What should he be expected to do then? Walk into an Apple store and give the shiny, new device to a 20-year-old who might just end up selling it on eBay?
The Aftermath
Weeks later, Gizmodo got it for $5,000 in cash. At the time, we didn’t know if it was the real thing or not. It didn’t even get past the Apple logo screen. Once we saw it inside and out, however, there was no doubt about it. It was the real thing, so we started to work on documenting it before returning it to Apple. We had the phone, but we didn’t know the owner. Later, we learnt about this story, but we didn’t know for sure it was Powell’s phone until today, when we contacted him via his phone.

The apparent purpose of the story is to save Gary Powell’s ass, as well as to cover some of Gizmodo’s as well. It concludes,

He sounded tired and broken. But at least he’s alive, and apparently may still be working at Apple—as he should be. After all, it’s just a stupid iPhone and mistakes can happen to everyone—Gray Powell, Phil Schiller, you, me, and Steve Jobs.

The only real mistake would be to fire Gray in the name of Apple’s legendary impenetrable security, breached by the power of German beer and one single human error.

Additional reporting by John Herrman; extra thanks to Kyle VanHemert, Matt Buchanan, and Arianna Reiche

Update 2: I have added the bit on the $5,000 (in italics) and how we acquired the iPhone, as Gawker has disclosed to every media outlet that asked.

Yesterday the New York Times ran iPhonegate: Lost, Stolen Or A Conspiracy?, by Nick Bilton. The gist:

One big question is how much Gizmodo paid for the phone, and whether keeping it was legal. Nick Denton, chief executive of Gawker Media, which owns Gizmodo, told The Times the site paid $5,000 for the phone. But still bloggers wondered if it had really paid $10,000.

On Monday, Charles Arthur, Technology blogger for The Guardian, said paying for the phone could mean that Gizmodo was knowingly receiving stolen goods; on Tuesday, citing the Economic Espionage Act of 1996, Mr. Arthur expanded on his theory.

This helped the debate move on to more serious matters: whether the phone was “lost,” or “stolen.” John Gruber, blogger for Daring Fireball, pointed outthat in the eyes of  California law, there isn’t a difference. The law states:

One who finds lost property under circumstances which give him knowledge of or means of inquiry as to the true owner, and who appropriates such property to his own use, or to the use of another person not entitled thereto, without first making reasonable and just efforts to find the owner and to restore the property to him, is guilty of theft.

The next big question — whether Gizmodo would turn over the phone to Apple — was answered after a long day of speculation on Monday over itsauthenticity.  Gizmodo has reported that it received a letter from Apple’s legal counsel…

Gizmodo complied and returned the phone. Yesterday I tweeted, “Re: bit.ly/d0P4Vo If you found a next-gen iPhone, would you return it — or use it to pull the owner’s pants down?” Thus far, two responses:

Of course, what Gizmodo did was an example of investigative journalism at work. Mainstream journals and broadcasters sometimes pay for stories, leads, video and audio recordings, photographs. That’s not unusual. But, as Charles Arthur writes, “As a reporter – and make no doubt, Gizmodo is reporting here, actually doing journalism red in tooth and claw – you inevitably end up walking close to the edge of what’s legal every now and then. Whether it’s being in receipt of confidential information, publishing something that’s potentially defamatory, or standing closer to the front line of a protest than the police would like, you occasionally have to put yourself in some legally-risky positions.”

Many thousands of years ago on the time scale of both the Internet and journalistic practices, specifically in 1971, I wrote a story for a New Jersey newspaper about rural poverty, illustrated by a photo I took of somebody’s snow-covered yard filled with discarded appliances and half-disassembled old cars sitting on cinder blocks. I thought at the time that the photo was sufficiently generic to protect the anonymity of the home’s occupier. I was wrong. The owner called me up and let me have it. I was still a kid myself — just 22 years old — and it was a lesson that stuck with me.

A couple decades later that lesson was enlarged by “Notes Toward a Journalism of Consciousness,” by D. Patrick Miller, in The Sun, a magazine for which I had once been a regular contributor. (No links to the story, but its table of contents is here.) In it Miller recalled his work as an investigative reporter in the Bay Area, and how sometimes he had to cross a moral line. In his case it was gaining the confidence of sources he would later, in some ways, betray — for the Greater Good of the story’s own moral purposes.

Gizmodo poses the moral goodness of its own story against the backdrop of Apple’s fanatical secrecy:

And hidden in every corner, the Apple secret police, a team of people with a single mission: To make sure nobody speaks. And if there’s a leak, hunt down the traitor, and escort him out of the building. Using lockdowns and other fear tactics, these men in black are the last line of defense against any sneaky eyes. The Gran Jefe Steve trusts them to avoid Apple’s worst nightmare: The leak of a strategic product that could cost them millions of dollars in free marketing promotion. One that would make them losecontrol of the product news cycle.

But the fact is that there’s no perfect security. Not when humans are involved. Humans that can lose things. You know, like the next generation iPhone.

Thus the second wrong makes a write, but not a right.

Two years ago, in this post here, I wrote,

Still, I think distinctions matter. There is a difference in kind between writing to produce understanding and writing to produce money, even when they overlap. There are matters of purpose to consider, and how one drives (or even corrupts) the other.

Two additional points.

One is about chilling out. Blogging doesn’t need to be a race. Really.

The other is about scoops. They’re overrated. Winning in too many cases is a badge of self-satisfaction one pins on oneself. I submit that’s true even if Memeorandum or Digg pins it on you first. In the larger scheme of things, even if the larger scheme is making money, it doesn’t matter as much as it might seem at the time.

What really matters is … Well, you decide.

Gizmodo was acting in character here. That character is traditional journalism itself, which is no stranger to moral compromises.

I’m not saying that one must not sometimes make those compromises. We all often do, regardless of our professions. What makes journalism a special case is its own moral calling.

How high a calling is it to expose the innards of an iPhone prototype?

To help decide, I recommend the movie Absence of Malice.

Was malice absent in Gizmodo’s case? And, even if it was, is the story worth what it cost to everybody else involved — including whatever dollar amount Gizmodo paid to its source?

I submit that it wasn’t. But then, I’m not in Gizmodo’s business. I also don’t think that business is journalism of the sort we continue to idealize, even though journalism never has been as ideal as we veterans of the trade like to think it is.

Tags: , ,

Lots of trackbacks (or pingbacks) are spam, and I don’t approve them for the comments section. But some pass the first sniff test, and some are interesting enough to warrant a reply. That’s what happened with the post “To be (a brand) or not to be (a brand)”, at a blog called Daily Breaking News Update. I’m not linking to either, because I think I fell here for a splog (a neologism I like, coined by Mark Cuban, for a spam blog).

What got me interested in the piece, naturally, was this paragraph…

It may be that some of the fallout from the Tiger Woods scandal has made the idea of personal branding seem trickier – people are people, after all, not objects and not cattle. As Doc Searls has argued in two recent blog posts, brands are “boring” at best and “bull” at worst.

The post ended, provocatively enough, this way:

Undoubtedly, building trust is fundamental to business success. Maintaining reputation is crucial, whether or not you want your name to be synonymous with a product, a service or a company.

What are your thoughts on personal branding? Has it become impossible? Or has it become ubiquitous?

So I took the bait and posted an answer in the comments section. Here it is:

I think the Tiger Woods experience demonstrates the risks of hiring a celebrity to personify a company’s brand. Besides Nike with Michael Jordan, I can’t think of a single case where this kind of personification has worked in the long run. Maybe some other readers can; but I’m not sure it makes much difference. Nike will stand or fall on the quality of its products, not on the qualities of its celebrity representatives.

As for personal branding, I still think it’s an oxymoron. Branding is a corporate practice, not a personal one. Build a reputation by doing good work. Put that work where others can judge its value. Contribute to the success of others, and credit others generously for their contributions to your success. Never promote for its own sake. I think it’s a mistake to categorize these practices as forms of “branding,” because they are expressions of humanity and integrity.

Branding works for companies and products in part because those things are not people. Buildings and offices and ballparks and shoes may have human qualities, but are not themselves human. Likewise humans may be industrious or durable or attractive in the manner of good companies, but that doesn’t make them corporate.

You and I are not brands. Our parents did not raise us to be brands. Nor would we want our children to be brands, any more than we want them to be logos.

“Personal branding” is a nice gloss on playing for celebrity. And celebrity is a Faustian bargain. Ask any veteran celebrity and they’ll tell you that. They live in fishbowls and yet, for all their familiarity, are not well understood as three-dimensional human beings. The healthy ones deal with it gracefully. The unhealthy ones use their celebrity as a façade (as with Tiger Woods), as a pass to a virtual Las Vegas where everybody keeps indiscretions secret (as with Tiger Woods), or as an ideal they can never really match (and hence seek surgical alignment, as with too many to count).

Many of us assume without question that celebrity also equates with income. It doesn’t. There is a degree of correlation, but in the long run we get hired for the useful goods we bring to the market’s table. Not because we have a “personal brand.”

Building trust and maintaining a reputation matter. Calling both “branding” is a categorical error.

Then I took a closer look at the blog and realized that it had no apparent author, and the about page was WordPress boilerplate. So I looked up the headline on Google, and got a fog of identical results.

The original appears to be this one, at ReadWrite Start. The byline is Audrey Watters, and that’s the post that most (or perhaps all — I didn’t go down the whole list) of the many citing tweets point to.

But there are all these other re-posts as well (listed in order of Google’s first page of search results):

All were from ReadWriteWeb feeds, obviously. I suppose these might be good for ReadWriteWeb (which deserves the respect it gets), but they also have the effect of deliberately false radar images. They are also part of the Google AdSense ecosystem, within which publications of all sizes try to game the system by re-posting attractive postings that will bait traffic and inbound linkage, goosing up the site’s PageRank to the point where ad placements appear, click-throughs happen, and money comes in.

An interesting thing about all these re-postings is that Audrey Watters‘ byline does not appear in them. So we have the interesting irony of a post about personal branding re-appearing all over the place with the writer’s name stripped out.

Obviously some dysfunctional things are happening here. And I doubt any more talk about “branding” will help, beyond accounting for some of the motives involved.

Bonus link.

Tags: , , , ,

« Older entries § Newer entries »