Showing posts with label Business. Show all posts
Showing posts with label Business. Show all posts

Saturday, November 13, 2021

An education with the KLF Communications

 

Bill Drummond and Jimmy Cauty owners of KLF Communications

I wrote this in December 2000, an uncompleted recollection of my internship at London's Lillie Yard Studio in 1991 when I was 21 years old. The studio, which was co-owned by Hans Zimmer (Buggles, Hollywood) had a 24-track analog heart, but was on the cutting edge of the digital revolution with gear to support the nascent digital recording and sampling revolution. It was used by a number of UK indie dance artists, including Nomad and The KLF. I didn't know anything about this industry, but it was an education that I would never forget. I ended up working for the KLF's independent record label, KLF Communications, which in 1992 sold more singles worldwide than any other band.     

It was the age of E, a new era in the UK music scene. Ecstasy and boom-boom beats had washed over European youth in the late 80s like a double-edged tidal wave. By 1991, the UK music industry was working flat out to supply the grooves that would keep a generation dancing. 

Not that some snotty American indie rocker college fucker like me would know it. But it was happening just the same. And I was about to get a long-term, behind-the-scenes look at how one of the biggest bands of the era operated.

Except The KLF wasn't a band, as I soon discovered. There was no lead singer, guitarist or bassist, like the groups from earlier pop music eras. The KLF was more than that, a sprawling experimental collaborative encompassing music, art, and media. 

The organization formed around several business and creative concepts. It had a core of two people, Jimmy Cauty (co-founder of The Orb) and Bill Drummond (Big In Japan, and manager of Echo and the Bunnymen). They were a binary star, surrounded by two or three permanent satellites which fed off the core while simultaneously keeping it alive and healthy. Add to the KLF system another five or six semi-permanent and temporary satellites which would spin away from the core after their assigned mission was complete. Sometimes one of these lesser satellites would swing back into orbit around the core, other times the satellite would spin off into the void, never to return.

These satellites weren't necessarily musicians. In fact, some of the most important people to the KLF collaborative were the permanent and semi-permanent associates who handled business matters. Chief among them was Sallie Fellowes, the manager of The KLF's record label, KLF Communications. Sallie was undoubtedly the Jupiter of the system. Most other orbiting satellites felt her pull if they had any dealings with The KLF. 

As for the musical talent that appeared on the albums, only a few were vital to the Cauty/Drummond core. They included Nick Coler, a friendly half-techie/half musical wunderkind who played keys on The White Room and handled some programming duties as well. 

Other musicians -- such as the rappers appearing on several White Room tracks, and Tammy Wynette -- were hired guns, bright comets paid to reel off a few verses during a song and maybe even to appear in the video, then being whipped back out into deep space. 

I was a very small satellite indeed. In the year or so I orbited the system, I had no real input in anything The KLF or KLF Communications ever did. I wasn't anyone's "mate." I never went down to the pub with anyone in the KLF system for a drink. I never hung out with Bill or Sallie, I never met Scott Piering, Mick Houghton or anyone else in The KLF's publicity machine and I doubt Jimmy ever spoke more than a thousand words to me, or even remembers who I was. 

But I did interact quite a bit with Sallie and Bill and some of the KLF music and studio people. And I did observe a lot, starting on on my first day of work at Lillie Yard.

It was a sunny weekday morning, and the door to the studio was ajar. I let myself in and wandered up to the office, which was dominated by a large calendar showing bookings in the coming weeks and months. A thin young blonde woman with black eyebrows was sitting at one of the three desks in the room talking on the phone. She paid me no attention. I didn't see Emma Burnham, the studio manager, so I went out to the living room. 

I noticed another room next to the office with different bits of recording gear lying about -- tape consoles, music stands, and some other components I couldn't identify. The techie who had let me in the previous day was standing with his back to me, coiling a cable around his arm.

"Excuse me," I said.

He turned around, and recognized me. This time he grinned. "Oh, you're Ian, aren't you?"

"Yeah. I'm supposed to start work today."

"Yes, Emma told me. I'm Dave. I'm the engineer." Dave put down the coil and reached out to shake my hand. "You're American, aren't you." It wasn't a question, more of a statement.

"Yeah, that's right. I'm from Boston."

"We sometimes get Americans in the studio. Come on, I'll take you downstairs to meet the boys."

"The boys" were Julian Gordon Hastings, the assistant engineer, and Paul Bloom, the "tape op," a sort of apprentice engineer. Both were in the control room, a dim, low-ceilinged, carpeted and soundproofed room absolutely packed with gear. There were computers, reel-to-reel tape recorders, DAT recorders, electronic compressors and gates, and lots of components whose purpose was unknown to me. There was also an absolutely massive mixing desk that seemed to take up half the room, facing a wide-screen video monitor and two expensive-looking speakers. 

It looked just like what I thought a professional studio would look like, minus the musicians.

Making music in the early 1990s was a million miles away from making music in the 1950s. Forget anything you think you may know about recording music from watching music videos or Hollywood biopics. No band gathers in a room to lay tracks down live. No singer simultaneously plays guitar while laying down a vocal track. As for dance music, it is not a matter of firing up the drum machine and playing the keys at the right moment over a beat.

Recording pop music in a professional studio in 1991 was a painstaking, layered process. Spontaneity was limited by the highly technical nature of studio recording. 

Julian was sitting at the console. He was tall and thin, very short blonde hair, taken to wearing turtlenecks and acting very serious. He had a biting wit that sometimes shone through, often at Paul's expense. Paul, who was coiling cables, was thin, with longish black hair under a baseball cap. He was almost always smiling. He spoke with a local North London accent and was known as "Max" to his friends -- apparently because he had worked at a McDonalds before becoming entering the recording industry. 

While Julian and Paul got their paychecks from Lillie Yard, they also received credit on some of the songs and albums they helped record. Julian, for instance, was named several times in the liner notes of The White Room. To Julian and Paul, and I'm sure any other young engineer or tape op, getting a chance to work with The KLF was a great opportunity and a necessary step in building a respectable career in the music industry.

It was in the studio control room that Julian and Paul spent most of their time. They were subordinate to the producers, programmers and others who rented the studio. If someone needed a mike in the sound booth, Paul would set it up. If the producer needed to listen back to the rhythm section or tweak the bass track, Julian would help make the necessary adjustments on the console. If Bill and Jimmy wanted to stay until 3 a.m. getting a inserting a sample into a song, Paul and Julian would be there until 4 a.m. making sure all the gear was shut off, put away and locked up afterwards. Emma would be long gone by that point, of course. Dave, whose main duties were fixing, installing and ordering components, would probably be gone too, unless some major troubleshooting issue arose.

I said earlier that I wasn't anyone's mate in the KLF organization. That's not totally accurate. Nick Coler was always friendly to me and loved to show me things about music - I remember one time expressing surprise at seeing a rhyming dictionary on a bookshelf in Nick's room, which launched him into an enthusiastic discussion about patterns in pop music. Jimmy Cauty's wife and KLF Communications associate, Cressida Bowyer, was very kind and shared stories about the early days of the British punk scene. Other people I worked with at the studio were friendly, including Paul and Julian and Emma and Dave.

I followed Dave back upstairs. Emma had arrived, and seemed happy to see that I had actually shown up and not fled after the previous day's interview. 

I am used to rolling my sleeves up right away when works presents itself, and asked her straight away what she wanted me to do. 

"Well, I am not sure there is anything to do at the moment. But you should meet Sallie, 'cause you'll be helping her out a lot," Emma said.

Sallie was the thin blonde woman who had been on the phone in the office. On the first few days she was friendly in a tense sort of way, but that wore off as my low position in the Lillie Yard pecking order became clear. 

Sallie's personality was the opposite of Emma's. She was as cold as Emma was warm, direct as Emma was tactful, and efficient as Emma was relaxed. She had a brutal intelligence; no business matter was left unfinished, nothing slipped by her unnoticed and there was absolutely no pulling the wool over her eyes. I consider her one of the sharpest people I have ever met. 

I found that most of the time Sallie had distracted air about her. This was not surprising considering the large number of business and creative activities The KLF was involved in and the small size of The KLF organization - she was the only full-time person. I seldom saw her take it easy and never saw her waste time. If it were possible to do several things at the same time, she would. During a phone conversation, for instance, she would often be doing something else -- typing, reviewing a contract or making one of those weedy British fags with pouch tobacco and rolling papers. 

Sallie tolerated no dissent from lesser bodies in The KLF universe. She kept things close to the vest, too. For instance, telling me not to let Emma in on certain KLF business. Later, when I worked directly for Sallie at KLF Communications HQ in Brixton - a small, one-room office at the Brixton Enterprise Centre - she would sometimes let me in on the the realities of the music industry, including some minor collisions in deep space involving The KLF and associates. But for some of their biggest capers, including the infamous 1992 Brit Awards controversy, I was mostly kept in the dark (the main hint something weird was going down - calling around to local chemists asking if they had a de-coagulant for a large quantity of sheep's blood).    

On that first day at Lillie Yard, Sallie was willing to cut me a little slack. But only a little.

"Emma mentioned you haven't heard of The KLF."

"Yeah, I haven't," I admitted.

"That's not odd," Sallie said, turning to Emma. "We haven't signed to anyone in the U.S. yet."

"Really?" said Emma, looking surprised. "You're not released in the States? I thought they'd be massive over there."

"That's the plan, after we decide who to go with." Sallie smiled tightly and took a drag from her cigarette with one hand, and wrapped her other around her stomach, as if she were cold. Later when I saw Sallie give herself this one-armed hug, I knew it meant she was deep in thought about some important KLF business.

Emma asked her if there was any KLF discs lying around for me to listen to at home. 

"Hmmm, I think we have some samples somewhere ..." Sallie replied, turning to a shelf by her desk.

"Actually, I don't think that's necessary," I interrupted. "I don't have a CD player at home." I didn't add that I had no interest in dance music, either. 

Sallie shrugged. "Well, we have some other things." She reached over and took a thin, oversized paperback with a glossy cover from the top of a stack. It had a white cover, and stamped in an oversized black typeface like some bland government-issue pamphlet was the title: "The Manual." But the small print underneath the title was distinctly un-governmental: "How to have a number one the easy way." By way of explanation was the message "The Justified Ancients of Mu Mu reveal their zenarchistic method in making the unthinkable happen." The authors were The Timelords.

Justified Ancients of Mu Mu? Zenarchistic? The Timelords? This was all way over my head. "Thanks," I finally managed. "It looks, uh ... Who wrote this?" 

"Mostly Bill," said Sallie. "They used to be called The Timelords. Ah!" she said, suddenly remembering something. "That's right! You might know them, The Timelords had a song that got a lot of club play in the U.S. about a few years ago. 'Doctorin' the tardis.' "

It sounded familiar, but I wasn't sure. "Hmm, I don't think I know it."

Emma was nodding. "You know, it goes 'Doctor Who, Hey! Doctor Who!' ..."

Something clicked in the back of my memory. "Oh yeah! I know that song." Finally, some common ground.

There wasn't any more chat after that. Sallie was busy, as was Emma. I made some tea for Emma and Sallie showed me how she liked her coffee. I was let go early on the first day, there was little for me to do, and The KLF wouldn't be coming in until later in the afternoon.



   

Monday, October 02, 2017

How to place a freeze on your credit reports

Sharing a PSA that may help some American readers. In the wake of the massive Equifax security breach exposing the personal information and social security numbers of most American adults, consider ordering the three main credit agencies to place a credit freeze on your information (required by state law upon request).

The contact numbers are listed below, and it takes less than 10 minutes per person, per agency. Freezes will prevent most types of credit-based identity theft, although you will need to lift the freeze when applying for loans, mortgages, or credit cards.

Note that if you do have your identity stolen, it is a mess to clean up, taking lots of time, bureaucracy, inconvenience, and costs, including potential legal problems or extra airport scrutiny. Most victims say it takes YEARS to clear up.

The process of freezing your credit takes about 20-30 minutes for one person if you use the automated online or phone systems offered by the three main credit reporting agencies (see below). DO NOT BE FOOLED by other services they offer, such as "credit monitoring" - Trans Union is particularly bad, exploiting the Equifax breach to sign people up for "True Identity" which is a paid premium service that offers limited protections.

Have your credit card number and social security number ready to use the following systems (you can also do it by mail, but it's slower and requires additional paperwork including a scan of utility bills and drivers' licenses). All services will send you a PIN to use later if you want to lift the freeze.

Please share this with friends, family, or colleagues.

Friday, August 11, 2017

Amazon KDP survey: the improvements I suggested

So I received an email from Amazon's KDP program, asking me to take a short survey about the program. I've been using KDP for years, but in the past few months the Amazon self-publishing program has gotten a lot of grief from participants for rampant scams, ranging from ebook box set trickery to make money and establish "bestseller" status to bogus borrows and fishy promotions  gaming rank and revenue. The scams take money from readers as well as honest authors trying to play by the rules and publish good books.

But those aren't the only problems. When I was prompted with the following question, I had five specific suggestions:

Survey question: What would you like us to work on next that would improve your KDP experience?

My response:
  1. Get rid of transmission fees. This made sense when people downloaded books to their Kindles over 3G. Now that most downloads are wifi, it's a bogus charge that cheats authors and publishers.
  2. Stop using a misleading UI that tricks people into signing up for KDP Select.
  3. Please stop constant needling to lower prices.
  4. Please do a better job of screening out bogus authors using Wikipedia, Fiverr, or illegally copied sources to "write" books.
  5. Please find and punish people who are outright ripping off readers and other authors with scams and other tricks. It's not enough to remove their ranking. Kill their account and prevent them from opening up a new account tied to the same bank account. Money spent on these scams is not fair to readers or authors who are playing by the rules.
Did I miss anything?

Saturday, March 14, 2015

The fall of tech media and the rise of PR


I was employed as a journalist from 1994 to 2010, with breaks in 1996, 1999, and 2002-2005. I worked for a TV station, a newspaper, a trade magazine, and then in various online news ventures. In this post, I will share a short history of the decline of traditional media, and how many talented news veterans have ended up working for PR.

In October 1999, I began working in the tech media. This was the height of the dot-com era, when magazines were as thick as phone books and money was pouring into high tech advertising. From 2000-2002, after the first dot-com bubble burst, the industry experienced the first wave of mass layoffs. At that time, the newspaper and magazine sectors were still relatively strong and were able to absorb some displaced writers and editors, but some started to go over to the "dark side" (PR). At my company it was also possible for senior writers and editors to go into research, which was seen as a more respectable alternative career path than corporate PR.

There was a slight recovery from 2003-2004, but then an interesting thing started to happen: a steady trickle of slow-motion layoffs, consolidations, and other cost-cutting measures. The weaker pubs began to fail as demand for print advertising dried up, and events began to feel the heat too as new entrants muscled their way into the scene. In some cases, staff were shifted to growing online units, but overall there was a net loss of staff in editorial, ad operations, and events.

Starting around 2005 or so, I began to notice a curious thing: Many of the 30-something journalists in my organization were voluntarily moving to industry. Some started to work for PR agencies, but in many cases they moved to in-house marketing units of large tech companies -- Microsoft, CA, Bose, etc. Certainly the pay and benefits were attractive but my own sense was there didn't seem to be much of a future staying in journalism. Why keep a job which offers little chance to advance and could probably lead to layoffs in the near future?

People stopped using the term "the dark side" around that time. It's hard to make some ethical stand about the purity of the profession when people are getting laid off or taking a salary cut while serious journalism is being sacrificed for the sake of pageview-heavy slideshows and blogs.

Thursday, February 06, 2014

February 2014 Update

I haven’t posted to this blog for five months. This post is an update for old readers, and an introduction to new readers of what’s going on in my professional life.

For those of you coming to this blog for the first time, I am the founder of i30 Media, which publishes In 30 Minutes® guides. We publish information that helps people understand the complexities of the world around them.

Starting with a Dropbox user guide in the summer of 2012, we now have 10 guides available for the Kindle, iPad, Nook, and Android tablets. Besides the technology guides, there are also titles that help people understand health (C. Diff In 30 Minutes) and even a title about cooking (Easy Chinese Recipes In 30 Minutes).

Some people may think it’s crazy to start a new publishing or media company, but there is incredible opportunity in an industry that’s being disrupted.

My 20+ Year Perspective On Media

I’ve worked in media for most of my life. It includes stints in the music industry, broadcasting, newspapers, IT trade publications, and for more than 10 years, online and mobile media. I was also an MIT Sloan Fellow from 2010–2011, which really gave me a chance to learn about new media innovation, entrepreneurship, and business among some incredible faculty and peers.

In the past 20-odd years, I’ve learned that in the media business, no matter what you are producing, you have to stay on top of the platforms. If you stay focused on the past, or place your bets on a losing platform, you’re going to be in for a world of hurt.

You also have to focus on your customers, whether it’s readers, gamers, audiences, or whatever. That may seem obvious, but I still see many media products that are devised in a conference room, built over a period of a year or more, and then launched without any real idea if there are audiences out there who want to consume them. The crop of slick iPad apps pumped out by magazine publishers in the early part of this decade are examples. They were expensive gambles, and most failed.

Lean Media And In 30 Minutes Guides


My philosophy toward product development in the media world is something I call “lean media”, which draws upon the lean startup methodology as well as the MIT spirit of product development, which zeroes in on prototyping, metrics, and iteration. The lean media idea is to get products, marketing, and business models out in the marketplace as soon as possible. Make a true connection with your audience/customers. Measure the impact, iterate, and improve.

The term “lean media” may be new, but over the past half-century decades many successful musicians, game studios, blog sites, magazines, and app developers have used these ideas to get established. As a guy who grew up with classic rock, one example I like to point to is Led Zeppelin. Most people think of them as the bloated supergroup from the 1970s, but the way they established themselves starting in 1968 was totally lean — touring in small and medium sized venues, and recording on a shoestring. Their first album was recorded in 3 weeks, and their second, Led Zeppelin II, consisted of songs they wrote in hotel rooms and recorded in studios along their tour route. They had an instant feedback loop with their audiences, and man, is that stuff good! I see the same lean media spirit in some of the blog/news/new media companies that emerged in the mid–2000s, including Mashable, Gawker, and TMZ.

More recently, book publishing has seen the same sort of lean media innovation, enabled by powerful new platforms and business models. The Internet is only part of it. Amazon has been the provider of not only a platform for sales of ebooks and the devices to read them on, but also provides a platform for self-publishing — the KDP program.

For In 30 Minutes guides, I’ve leveraged these platforms and applied lean media concepts to new products, design, pricing, marketing, and more. Lean media methods help clarify what’s working, what’s not, and ultimately, what readers are willing to pay for.

While I will continue to post entries here, they will be infrequent ... I am simply too busy. The best way to keep up with what I am doing is to check out the In 30 Minutes blog and follow me on Twitter at @ilamont.

Onward and upward!

Sunday, March 10, 2013

Back in the saddle

So the 廢物 show in Taipei went well. Really well. The best place to see photos is on the band's Facebook page. Someone took professional-grade video and when the final cut is ready, I'll share it on this blog.

Since returning to the states, I've jumped back into the In 30 Minutes guides. I incorporated in January, launched the first title (about Online Content Marketing) by another author in February, and am busting my ass this month to get expand marketing and distribution. I'm also looking for new guidebook authors. In other words, I am full-fledged Lean Media mode. You can follow the action on @ilamont.

Until next time ...

Friday, August 17, 2012

The ebook writing experiment

Google Docs for Dummies
I started an experimental venture earlier in the summer around ebooks. For years I've been thinking about writing an ebook based on some of my more popular blog content, but for this project I wanted to take things a further and develop an actual brand.

I've had experience with branding for other types of online content, including blogs and online communities. But ebooks are a different animal:
  • Book titles tend to be much longer than blog posts
  • There is an expectation of authority, either through reputation, background, or an established body of work (inherited from print books)
  • There is a very high expectation of quality (also inherited from print books)
  • The technology platforms are varied (Kindle, iPad, PC screens, and even paper printouts) and often incompatible
  • The distribution channels are varied (Amazon, PDF, etc.)
  • Unlike blogs and most online communities, it's possible to charge money for ebooks

Ebook sales as an alternative to website sales

This last point is important. I have the skills and connections to start a blog-based news site or online community, based around some interesting niche. I could probably swing some seed capital to get started. But making money would be so difficult. The only way these online sites can make money is through massive scale, which either allows them to monetize online advertising (which pays almost nothing for a single impression) or establish partnerships which bring in cash, such as an events program or so-called "branded content" created by big consumer brands or tech companies.

I'm running a several experiments using different types of content, branding (including design), and marketing/sales strategies. You can see the first two titles, Dropbox in 30 Minutes and a Google Docs for Dummies alternative called Google Drive And Docs In 30 Minutes. I'm very interested in getting actual customer feedback, so if you read either ebook about Dropbox or Google Docs, please let me know what you think.

Friday, March 23, 2012

Trader Joe's pink slime statement



I thought I would share this note, as an example of the importance of the Web when it comes to customer communications. Right now there is a huge wave of concern over "pink slime", a beef additive that consists of gristle, connective tissue, and "fatty bits of leftover meat." Naturally no one wants to have this in their hamburgers or tacos, and consumers are justifiably concerned. I've been reading some of the coverage showing supermarkets falling over themselves to swear off pink slime, but noticed a name missing from the list: Trader Joe's.

That's funny. TJ's is big on quality. But they're not on that list. And when I searched the Trader Joes website and checked the "Customer Updates" page, there were many notes about food quality and sourcing issues, but nothing on pink slime (see screenshot below). Was Trader Joe's hiding something?

Trader Joe's pink slime - no statement on TJs website

So I emailed the company and quickly received a reply. Here's Trader Joe's statement about pink slime:

Thank you for taking the time to contact us about the "pink slime" issue. Our ground beef is 100% pure beef with nothing added. Please be reassured that this is not something that would be permitted in our products-- NO pink slime in any of our beef (or any of our products with beef listed in the ingredients). We stand buy our integrity and our dedication to our customers.

At Trader Joe's, food safety is of the utmost importance, and we take seriously the work done to ensure our products are wholesome and safe; after all, we're customers, too - and we would not sell anything we would not eat, drink, or use ourselves. Therefore, we only work with reputable suppliers, many of which are actually generally much smaller in comparison to other markets, just so that we can ensure the quality and integrity of our products. We also have third party audits of our products and vendor facilities to ensure that our standards are met.

It was signed "Kerry, Customer Relations".

I bothered to email the company, but how many people didn't bother, and/or assumed because there is no statement on the website or in the media, TJs does add pink slime?

Clear, up-front communication is a must in cases like these. It's vital to get the statement on the website and out to the media and bloggers covering the issue ... or risk your reputation and sales suffering as a result.

Update: Trader Joe's finally updated the website on March 26 with a statement about ground beef, probably a week or two after they started hearing from customers (I had emailed them 4 days before). It took them that long to write a 100 word statement and post it to the Web? Ridiculous.

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Saturday, February 11, 2012

UI, UX, and MVP ... oh my!

"User experience" (UX) and "user interface" (UI) are terms from the world of software and hardware design. But these terms should be intimately familiar to anyone who uses gadgets, software or the Web.

Ever been frustrated by your television remote control's assortment of buttons and symbols? How about a confusing website that has dozens of links on the front page, but it's difficult to find what you're looking for, even though you know it's there? Blame bad UI. It's endemic to the television and camera industries, but individual companies such as Research in Motion (maker of the BlackBerry) and GoDaddy (a large Web host/domain registry) are notorious for terrible user interface design.

At the other end of the spectrum are technologies that not only look good, they make your life easier by minimizing unnecessary clicks, buttons, or engineer-centric features. The experience is often so good that you want to recommend it to your friends. The simplicity of Google's search engine and most Apple gadgets (such as the iPod touch and click-wheel iPod nano, pictured above) fit into the "good UX" category.

But design and technology clash for early-stage technology companies, which are often trying to get an MVP ("minimum viable product") out the door and into the hands of users as quickly as possible. It's easy for design to fall by the wayside. But maybe it shouldn't be. I've written in the past about MDP, or Minimum Delightful Product. The idea comes from Adam Berrey, who had this criticism of MVP:
"In the consumer world 'viable' isn't really compelling. It's like someone in the ICU. They are alive, but not really fun to hang out with."
He's right. Further, MVPs are targeted at early adopters rather than mainstream users, meaning that the feedback loops will be based on a different set of users than the people you want to attract. That's not to say an MVP can't evolve into something delightful, but for a product aimed at mainstream users, why not start with great design?

Image: iPods, circa 2010 and 2007. I am licensing this picture under a Creative Commons Generic 2.0 license. Please credit Ian Lamont and link to ilamont.com if you use this picture.

Friday, February 03, 2012

Mobile app competition and App Store SEO

One of the most interesting things I discovered as I was researching Craigslist tools was the hyper-competitive landscape in both the iPhone App Store and Android Market. Craigslist doesn't make its own app, so dozens of developers have hacked together mobile apps that piggyback on top of Craigslist's Web-based service. It's led to an oversupply of similarly named apps, all doing the same thing. Take a look at the screenshot below, from the iPhone App Store:

Craigslist apps in iTunes

How can all of the apps have the same name? They don't -- if you look closely, you'll notice that different punctuation has been added:
  • Craigs-list
  • Craigslist
  • Craigslist.
  • Craigslist!
  • Craigslist`
The reason why the developers used this name is because A) they know end-users will search for Craigslist in the App Store and B) they want to rank higher in the results than the competition. It's extreme SEO, except it's using the iPhone App Store search engine instead of Google. Note, however,  that unlike Google results, Apple App Store rankings depend on human inputs. Every app in the Apple App Store has been reviewed by human beings before being accepted, which means that Apple isn't paying attention, or doesn't really care what shows up in the search results.

The Android Market is similarly crowded with apps having similar names and functionality. To further confuse things, Craigslist Mobile on Android is made by a completely different company than Craigslist Mobile for the iPhone.

I don't know who is copying who, but it makes a mess for users.

Monday, December 05, 2011

Outer Limits, Moody Street: A 20th-century shop thrives in the digital age



Comic book stores are one of those 20th century retail holdouts that will continue to hold on to their tight little niche. I realized this as I was browsing the aisles of Outer Limits, located on the bustling old-school shopping district along Moody Street in Waltham, Massachusetts.

Economists and e-commerce experts may be skeptical. How is it possible, they might ask, that a store that specializes in analog media and obscure toys, carries tens of thousands of dollars worth of inventory, and is generally regarded as a lifestyle business has any hope in the plugged-in, digital age?

My answer: It's not just that Outer Limits has an amazing collection of sci-fi toys, pop-culture memorabilia, Mad books, Dungeons & Dragons manuals, 45 RPM records, and (of course) several thousand comic books.

It's also because the collection is browsable and tactile in a way that eBay and Amazon are not.

It's because Outer Limits leverages these online channels to support customers outside of eastern Massachusetts -- and does so with near-perfect customer satisfaction rates.

It's because the owner, Steve, can answer questions about practically any obscure comic book author/artist, and has samples or collections of many of them.

It's because the store has a wide range of customers, mostly males from about age 5 to 50, but some women, and many foreign visitors.

And it's because customers can find things that they probably wouldn't even know to look for on most e-commerce sites. To wit:

Angry Birds stuffed toy? Check!

Darth Vader bobblehead? Check!

Model Clone Wars troop carrier? Check!

Newly published collection of Spy vs. Spy escapades? Check!

Die-cast Aston-Martin car from an old 007 movie? Check!

Collections of seemingly every well-known American comic book character, from Archie to the X-Men? Check!

Complete Neal Adams collection, from the 1960s to the 1990s? Check!

Large plastic Godzilla action figure? Check!

Large plastic Mecha-Godzilla action figure? Check!

I am not the only fan. I was in the shop recently and it was packed with kids, teens, and adults. Everyone was finding something that interested them. And as long as there is a supply of unique items that tug at people's sense of nostalgia, pop culture, and fun, Outer Limits will continue to hold on to its special niche.

The shop is located on 437 Moody Street in Waltham, Massachusetts (two doors down from the popular Patel Brothers Indian supermarket).

Monday, June 27, 2011

WorldTV - our MIT Media Lab final project

One of the more interesting class projects I took part in during my last semester at MIT was our MIT Media Lab final project for MAS 571 ("Social TV: Creating New Connected Media Experiences"). The project was called WorldTV, and with my team (Jungmoo Park, MBA '11, and Giacomo Summa, MSMS '11), we created a pretty slick video demonstration of the proposed software UI. The video was shown at the MAS 571 demo day at the Media Lab (you can watch it below) and we wrote an accompanying concept paper that we are in the process of preparing for an IEEE CCNC workshop. In the following post, I'll describe not only what WorldTV is, but its genus and some of the reaction we've received so far.
world tv
WorldTV is a television app and accompanying mobile app for browsing user-generated video from one's social circle, as well as event video produced by strangers that tie into one's news and cultural interests. Instead of using traditional browsing methods -- scrolling through channels or searching for videos -- the proposed service uses a 3D globe as a navigational tool. WorldTV is aimed at people with global networks, which might include people with friends, relatives, and colleagues from other countries; people who spend a fair amount of time travelling; or people who are interested in news or culture in other countries.

The concept had great appeal to the entire team, not only because of our backgrounds (Giacomo is from Italy, Jungmoo is from Korea, and I spent most of the 1990s living overseas) but also because all of us have observed the exponential growth of user-generated video and realize its power and appeal to ordinary people. In 2006, I wrote about the potential of geotagged, time-stamped online photos to give insights into local events. I expanded the idea to include tweets and user-generated video in a proposal for my Linked Data Ventures class called PPP (PixPeoplePlaces). When I began the Social TV class, I took the PPP concept even further with user-generated video, emphasizing the social aspect of plotting event video on a local map (this was the basis of my first assignment for Social TV -- you can see the poster here).

Developing WorldTV - our MIT Media Lab final project

I envisioned all of these ideas as Web apps displayed on a computer monitor. For one of the early poster sessions for the Social TV class, Giacomo independently came up with a different approach. He asked, why not use a full-sized television screen to display a map of the entire earth with hot spots that reflected breaking hard news events that might be captured by amateur shooters? (This happened as anti-authoritarian demonstrations were breaking out across the Middle East in early 2011). Instead of being a "Lean Forward" experience (something that requires user input or interaction, such as a video game) this would be a "Lean Back" experience, in which the viewer could sit on the couch and take in the video. Giacomo also considered how video could be differentiated on the global map with different sized or colored markers, and how "likes", social networks, or newspaper articles could determine what appeared on the screen. He called it "WorldTV".

There was clearly some overlap between our ideas, and we decided to team up for the final project. We expanded the concept to include not only video from breaking news in other countries, but also cultural events (festivals, parades) and entertainment (sports, performances, etc.). The social filter would not only display streaming/recent videos from one's social circle, but could also reflect the collective interests of the social circle.

WorldTV business model

An additional requirement for the final project was a business model. I had already been thinking about using phone and laptop cameras as a way for ordinary people to access amateur expertise all over the globe, for a price. Examples of amateur expertise might be a power user demonstrating how to use a new gadget, advice on registering a company in a certain state by an experienced business owner, practicing foreign language conversation with a native speaker, etc. I dubbed the scheme Real Time Requests. (RTR). A live auction and reputation system would determine prices paid by people seeking expertise, and match them up with sellers. We decided to fold it into the proposal. The idea was then debuted at another MAS 571 poster session in April:


Jungmoo, who had a background as a professional television reporter for a Korean broadcaster, was intrigued by our poster session presentation and joined the team. Our next task was to take the concept and make a demo to show at demo day at the MIT Media Lab in the last week of class in May. For the final deliverable, we didn't have the skills to produce a working prototype. However, we did have the skills to produce a software mockup and accompanying video demo.

The team got to work. I created a simple WorldTV television UI using HTML and CSS, built the maps with Google Earth, and mocked up a mobile UX on an iPhone "remote". Giacomo wrote the script and starred in the video. Jungmoo took the raw video and graphics and used his professional editing skills to create a really slick video demo, which is shown below:



We presented the video and an accompanying slideshow on the business model last month at the Media Lab. Our Media Lab instructors, Marie-José Montpetit and Henry Holtzman, invited a group of industry pros from major cable and national broadcasters (including NBC and WGBH) to watch all six student presentations. After seeing our team present, one of the NBC visitors was interested in the idea of "shared experiences." Giacomo explained that user-generated video around sporting events and concerts could populate the global view, depending on how one's filters were set up. This prompted another executive, who I believed was from HBO, to question the legality of using amateur concert video. I responded that copyright law was decades behind the technological and social reality, but she was skeptical. I then said that there would always be artists who want to exercise strong control over this content, but there were also many artists who recognized the value of fan content to generate additional interest or loyalty, and in my opinion, the latter group would have a competitive advantage. But as I thought about it later, it was clear that addressing the entertainment industry's copyright concerns would be a huge issue, regardless of how outdated the laws are.

Our team also heard from Henry, who thought the Real Time Requests business model was really a separate concept that did not match WorldTV. We agreed. Jungmoo and Giacomo had actually raised the same concern in our planning discussions, but I felt we needed a business model that did not involve standard subscriptions. Henry noted that a subscription might actually work for some people.

So what's next for WorldTV? All members of the team have graduated, and none of the industry visitors seemed interested in taking it further. We hope, however, that if our paper is accepted to the IEEE CCNC '12 conference, it might get some traction. In the draft that we are now preparing, I outlined the "Future Work" required to make WorldTV a reality:
The next steps for WorldTV would be to create a working prototype using Google Earth, YouTube and Facebook APIs, the Android or iPhone SDKs, and other existing software and hardware components. Besides using the prototype to evaluate functionality and performance, ordinary users in the target audience (people having global networks) could also test the system with an eye toward determining which features and use cases hold the most promise. When the product is ready for wider distribution, identifying suitable “TV App” platforms and partnerships could take place. In the long run, creating a scalable architecture with its own API and opening up WorldTV to outside developers (much like Facebook and Twitter have done) would help unleash the greatest potential of the platform. This would require significant investments, but in the long run would help realize innovations for the next age of television.
If the paper is published, I will share a link on this space. In addition, if anyone is interested in learning more or helping to develop the idea, my contact information can be found here.

Monday, April 25, 2011

Spark Capital investor on Twitter: "Depending on what day it is, they’re profitable"


On April 13, Todd Dagres of Spark Capital came to speak at our New Enterprises class. Todd is a former instructor of the class, and an established venture capitalist -- his VC bio lists Akamai and a host of investments in other networking companies dating back to the 1990s. He is also one of the much-lauded early investors in Twitter, and after his presentation, he fielded questions from the class. I raised my hand, and popped two questions that I thought were relevant to the discussion about building a profitable enterprise (our assignment that week was a go-to-market strategy for our own business ideas): I asked Todd how the Twitter team sold him on the costs and the revenue potential, and whether or not the company was profitable.

Todd responded:
“The second question I can’t answer. I can say that ... let’s put it this way: Depending on what day it is, they’re profitable. So they’re generating lots of revenue (see, that’s the revenue right there). And depending on how much comes in that day, they can be profitable. So they are monetizing, put it that way.

As far as, did they have a plan? Absolutely. They had a plan that said, 'we're going to grow subscribers, we're going to monetize subscribers.' So they had a plausible plan. By the time we invested, they had decent momentum. They had under ... (trails off)

When we invested, by the way, you’ve got to understand. It’s not like it is now. Back then when we invested, Facebook was a fraction of what it is now. Zuckerberg had yet to be on the cover of a magazine, and Twitter, had, probably when we invested, 600,000 subscribers. Which if you look at it , 600,000 subscribers, that’s a lot. 'Why did you wait until they had 600,000 subscribers?' Back then, it wasn’t as obvious as it is now that you can monetize the subscribers.

When we made the Twitter investment, there were articles in the press that outnumbered the other articles in the press, relative to social networking. And basically what the articles said on the negative side, is 'social networking advertising CPMs suck.' And I even saw one table that said, 'here is the CPM hierarchy.' And down at the bottom, along with the nastiest stuff you can imagine, was social networking advertising CPMs. And the reason given was, 'you have no idea what people care about on social networks. But if they go to a car site, ho ho ho!’

So cars, financial services, things like that had the highest, high tech blogs and magazines and things like that had the highest CPMs, and way down at the bottom was social networking because no one could understand why advertisers would advertise against social networking, ‘you never know what you are going to get.’ Someone talks about what they did last night, 'who cares, who would ever care about that?' But as we know now, Facebook knows a lot about you, and they can target ads against you, better than probably Google can. All of a sudden, social networking CPMs have gone way up, and it’s pretty obvious. ... (trails off)"
I wasn't able to ask a follow-up question, but there are problems with some of the arguments he used to defend Twitter and its revenue potential:

  1. Facebook may know a lot about its users, but Twitter does not. Real names and other demographic data are not required for registration. Many people on Twitter deliberately obscure their identities.
  2. Facebook CPMs may be higher, but not by much, and surely not approaching the levels that I see Federated Media charging vendors to post display advertising in its network of online publishers (food blogs currently command $5-$12 CPMs, and Business Insider gets >$20 for display advertising). In my own small advertising tests using Facebook's self-serve advertising platforms, I paid for $0.14 CPMs in February 2010 and $0.20 CPMs in April 2011.
  3. If it wasn't obvious back in 2006 or 2007 that it was possible to monetize Twitter's subscribers, why invest in the company?
  4. Regarding the claim that "depending on how much comes in that day, they can be profitable": Such a defense would never be accepted by the current instructors for New Enterprises (Bill Aulet and Howard Anderson) for our class projects. It's also the sort of thinking that got lots of people in trouble in the late 1990s. Private market trading has valued Twitter at close to $8 billion, not based on real earnings or a plausible business model, but rather the premise that the people behind Twitter will somehow figure out a way to make it work. They haven't so far.
The unsaid argument for investing in Twitter was never mentioned by Todd, and indeed is seldom mentioned in the classes we have on building innovative businesses: A VC's primary responsibility -- or, should I say, fiduciary duty -- is to produce returns for their funds. If the exit is tied to actual revenue or profitability of their portfolio companies, that's great. But if not, who cares, as long as the exit is for a comfortable multiple of the initial investment?

As we have seen many times throughout history with everything from tulip bulbs to dot-coms selling bags of dog food, if enough people think that a popular product or service will be The Next Big Thing, a bevy of dreamers, flippers, and suckers will surely come a-running. Of course, the problem with the sale of unprofitable companies at logic-defying valuations is someone will end up getting burned. While the party is still going, however, no one wants to hear the sour notes. In Twitter's case, its status as a game-changing platform creates value on a different dimension for partners in the ecosystem. But this value does not easily translate to revenue, which once again takes us back to the question of Twitter's long-term value to investors.

More blog posts about my MIT experience:

Friday, January 28, 2011

The Narragansett story

Imagine an industry with hundreds of competitors, including several multibillion corporations with fat marketing budgets, national reach, and nuclear-powered partnerships with complementary businesses. Add to that an archaic system of bringing product to market that gives great power to distributors and independent retailers. Finally, top it off with a customer base that not only obsesses about product quality, but is also incredibly sensitive to price.

No, I'm not talking about media. Rather, this is a story about beer. And while you may think it would be crazy to try to break into any business having the characteristics described above, that's exactly what the people behind the Narragansett Beer Co. have been doing for the past five years -- with a fair amount of success, as I learned today from one of the company's executives. Narragansett's V.P. of Sales Bill Heslam happened to be at the local package store when I was picking up a half-case, and kindly answered some of my questions about the revival of the brand (established in 1890, it went through a period of decline and was shut down in the 1980s, before new investors brought it back in 2006) as well as recent wins, including a well-regarded industry prize and expansion into a new region. Toward the end of the interview, Heslam also discussed how the company uses technology to give it an edge.

Here's the entire video, shot in Auburndale, Massachusetts:



More videos from my blog about entrepreneurship and innovation:

Sunday, January 23, 2011

Google's spam and content farm problem is not "better than it has ever been"

(Update below) I use Google Alerts to keep abreast of certain topics, such as my MIT program and mentions of my name. The automated search results that are emailed to me are interesting, particularly the ones based on my name. They almost always look like this:


The results are garbage, filled with contextually unrelated and bizarre terms such as "Lamont Arizona" or "lamont rupture disk." The links in the screenshot above take users to a page filled with links about Georgia real estate and references to many random terms (including my name), while the Danish site contains scores of random terms that include my last name (such as product or business names -- "Lamont auto", etc.), but no links. They contain no useful information about me or any other topic, yet pages like them are generated every week and added to Google's index. I looked back at my email archive, and found that pages created more than a year ago are still active.

What is their purpose? Pages like this are machine-generated spam, designed to get eyeballs on pages filled with advertisements, or to boost the search-engine ranking of linked sites. Google's wonderful search engine depends on language in headlines and page text as well as inbound links to determine which sites deserve to be at the top of search engine results when certain terms are typed in. That's great for quality sites which have lots of inbound links and deserve to be at the top because they are likely to be the most relevant and useful for users.

The problem is the system has been effectively reverse-engineered by spammers and content farms who are adding little, if any value with spam pages and poorly written trash or copied content that are boxed in by ads and affiliate links. In some cases, the pages don't contain any ads, but lots of links to other pages that someone wants to raise in the search engine rankings. Links and search-engine ranking translates to money if the keyword is popular or relates to something that people research online with the intention of buying. The ultimate prize for the spammers and content farms is getting their garbage on the first page of Google search results. The fact that quality pages (or the original content) that people are more likely to be interested in are pushed down or off the page are of little concern to them.

So I read with some interest a post by Google's Matt Cutts on the company's recent efforts to fight the problems described above. He said:
January brought a spate of stories about Google’s search quality. Reading through some of these recent articles, you might ask whether our search quality has gotten worse. The short answer is that according to the evaluation metrics that we’ve refined over more than a decade, Google’s search quality is better than it has ever been in terms of relevance, freshness and comprehensiveness.
Say what? I don't know what sorts of metrics Google is using, but I see poor quality results showing up in almost all of the searches that I perform. Not always on the first page -- on a Google search for my own name, there are enough high quality results (my blogging and social networking activity, plus references to other people with the same name) that push the garbage off the first page of search engine results. Still, starting at the top of page 3 of the results, I see results for bogus/scammy paid ringtone and "fast download" schemes attached to copyrighted technical mp3s that I produced for Computerworld when I was an editor there. Besides being illegal, such pages are not the original source of the mp3s (the pages on Computerworld.com are) yet the scraped content repackaged into paid services ranks higher than the originating site, which offers the mp3s for free.

For popular terms, however, the garbage routinely outranks the real thing. For instance, when you search for "online education," affiliate garbage dominates the first page of results. I am sure practically everyone reading this post has had a similar experience, attempting to conduct some serious research using Google and on the first page of results being presented with trick sites or utter drivel. It wastes users' time, and in some cases gives people false or misleading information. Organized hacking and crime rings have also joined the party -- for one of the bogus mp3 sites I obsrved, the credit card payment server is located in Russia. How many innocent people have attempted to pay for something through this system, and have ended up having their credit card information stolen or malware downloaded to their computers?

I also found it strange that Google is bragging about quality while the main problems that people were criticizing the company for in December and January -- low-quality content farms and scrapers -- still clog up search results (see one humorous example described on this Hacker News thread). Certain keywords are basically useless to find quality content on the first page of results (Wikipedia sometimes ranks high, but the quality is often questionable). SEO-driven content farms have simply taken over.

To Cutts' credit, he tried to respond to some of the questions and criticisms on Hacker News, but it is premature to crow about "quality" when spam, low-quality information, and other garbage fills search engine results. The problem clearly has not been fixed.

Update: Matt Cutts and debated the definition for "quality" and what an increase in spam and content farms does to Google's quality metrics. Part of the Twitter thread can be accessed here.

Related posts:

Disclosure: I am not a spammer or content farm, but I do use Google Adsense and Amazon Associates, and rewrite my headlines to improve their search engine ranking. 

Sources and research: Google, Paid Content, Techmeme, my own experience.

Sunday, January 16, 2011

Vũng Tàu: Reflections on Vietnam's past

Over the weekend, on a break from my MIT G-Lab project, I traveled to the coastal city of Vũng Tàu for a little R&R. Hanging out with a book by the beach was nice, but I also had a couple of special learning experiences. One was a conversation with a Vietnamese man from Vũng Tàu (described in the video, below) who remembered the bitter years following the fall of the South Vietnam government in 1975. The other was an unexpected historical relic in the forested hills above the coast: An overgrown French military installation dating from the early 1900s.

The guns of Vũng Tàu

The installation consisted of two batteries of mortars or howitzers, concealed by earthen embankments and trees. I saw four guns, but there may have been more, as one of the batteries was very difficult to enter owing to undergrowth.

The first battery was located off an access road that I happened to wander down, and aside from some lizards, was totally deserted. It was hidden from view by design -- a plaque explained that the artillery pieces were installed in the late 19th or early 20th century to guard shipping in Vung Tao and Saigon (Vũng Tàu is located near the mouth of the Saigon River, where ships coming to and from the port of Saigon have to pass). There was also an above-ground bunker, encased in vines and trees, as well as some underground rooms and what I believe used to be an underground ammunition shed next to the howitzers. A ten-minute walk away, there is a Jesus statue on the tallest point overlooking the town, that is incongruously flanked by two much longer guns that I also believe are French. The statue and tourist access stairs were was built in the last 10 years, but before they existed the long guns were placed on the high point, with a direct view of any ships approaching Saigon from the north or east.

One of the hidden howitzers had a serial number dated 1893 and then an inscription that read, "R 1901 No. 3, 1C/496". They must weigh three or four tons apiece, and I don't believe a horse team could have pulled  them up the hill -- perhaps some sort of temporary railroad was used? In any case, I doubt they will ever move again. But they do serve as testament to the economic and military value that the French placed upon this part of their Indochinese empire. More than 100 years later, the port continues to power Vietnam's economic growth -- when I was there, I saw a continuous stream of container vessels, commodity freighters, tugboats, and fishing vessels of all shapes and sizes streaming past VÅ©ng Tàu.

The first video describes some of my reflections about Vietnam, and shows the French howitzers as I discovered them. I have also included some still photos of the guns as well as a walkthrough of the small bunker. (Update: A reader sent me a link to a Belgian forum that has details of the guns origins as well as photos of other batteries in the area)



Vũng Tàu guns





All of the photos above are licensed under a Creative Commons Sharealike license. You can use them for free for commercial purposes, but you must credit Ian Lamont and link the photos to http://ilamont.blogspot.com .

Thursday, January 06, 2011

ACICS accreditation and for-profit education: What's at stake

One aspect of for-profit education that I've been wondering about is how so many of the schools manage accreditation, considering the seemingly endless trail of high-profile abuses and shady practices emanating from University of Phoenix and others.

Accreditation is crucial for two reasons. First, it helps with marketing. Students assume "accreditation" means degree programs are legitimate and/or have gained an independent stamp of quality. Second, accreditation allows schools to participate in Title IV financial aid programs (the ones that require you to fill out a FAFSA form for grants, federal loan programs, etc.) which have brought billions of dollars in profit to UOP, Everest, DeVry, and other for-profits.

Thanks to Frontline, I knew that some for-profit schools "bought" regional accreditation by taking over failing non-profit schools. One famous example involved an obscure school with 312 students known as Franciscan University of the Prairies. It was bought in 2005 by Bridgepoint Education, renamed "Ashford University", and turned into an online university with 54,000 students. It was nevertheless able to keep its regional accreditation from the North Central Association of Colleges and Schools (details here). Google it now, and the first thing you'll see in the listing is "Ashford University is a top accredited university." It's a marketing cue that conveys legitimacy, even though the accreditation was gained through a financial takeover, as opposed to an academic program review.

But there's another path to accreditation, if taking over a regional accredited school proves too difficult or costly, or the schools in question otherwise want to buttress the reputations of their degrees and programs: The for-profits get "national" accreditation. Over the years, national accrediting agencies have sprung up around niche educational fields (business, nursing, etc.) to serve community colleges and small for-profit technical schools that offer live classes. In recent years, however, large for-profits (including many online universities) have latched onto these bodies, knowing that students don't know the difference between regional and national accrediting bodies. For instance, the MBA and other business degrees offered by the University of Phoenix (owned by Apollo Group) are accredited by the Accreditation Council for Business Schools and Programs (ACBSP), whose membership is dominated by small community colleges, international schools and for-profits. (Ashford is also a listed member of ACBSP, although it does not have accreditation from it -- although if its regional accreditation falls through, it will need a backup plan.)

Some for-profits even control their own national accreditation body, the Accrediting Council for Independent Colleges and Schools (ACICS). The current ACICS board is filled with for-profits such as Education Corporation of America, Corinthian College (Everest Institute), CollegeAmerica Services, and Lincoln Educational Services. Is it a conflict of interest? As noted by for-profit education industry critic Steve Eisman, "The scandal here is exactly akin to the rating agency role in subprime securitizations."

Further down the page, I've embedded a presentation by Eisman, a short-seller who is betting against for-profit schools. Despite his obvious interest in seeing the for-profits decline in value, his assessments of the industry should be seen by students -- much of his criticism is valid (Note that I did check Eisman's data about accreditation against other sources, including ACICS, ACBSP, The Department of Education accreditation website as well as the websites of the for-profit schools themselves).

Steve Eisman - Ira Sohn Conference - May 2010

Update 3/21/2011: Another interesting approach by an online diploma mill called "Lorenz University" to the pesky accreditation problem - use IAAFOE and ACTDE. Authentic-sounding acronyms, until you look at who operates the websites ...

For further reading on this topic, I would suggest the following posts:

Thursday, December 23, 2010

Linked Data revisited: What I learned, what we created, and what's next

(Updated with concluding thoughts about the class and Semantic Web/Linked Data at end of post) You may remember a brief preview at beginning of the fall semester of my Linked Data Ventures class that was taught by Tim Berners-Lee. In the months since that post, we really rolled up our sleeves and got into the concepts and languages that support the Semantic Web -- and also created real applications and business ideas based on Semantic Web/Linked Data.

TBL taught some of the classes, but we also had some great technical sessions with Lalana Kagal and Ian Jacobi from MIT's CSAIL as well as business sessions with Reed Sturtevant and Katie Rae. Another organizer for the class was K. Krasnow Waterman, a 2006 MIT Sloan Fellow who told me about the history of the Linked Data Ventures Class when I met her at an alumni reception in New York earlier this month.

In addition, nearly every week, we had guest speakers who work with these technologies or develop companies based on Linked Data, including OpenCalais, an RPI faculty member named Jim Hendler who has worked on the federal government linked data initiatives, and numerous startup founders.

But what I wanted to show in this post was a summary of what we learned, from the point of view of someone who started the class with only a vague understanding of what the Semantic Web was. Here are some examples from my homework assignments for 6.898 in the early part of the semester (Note: There may be mistakes!). At the end of the post, I offer some concluding thoughts about the class and the broader SemWeb ecosystem.

Linked Data Assignments


My circles and Arrows diagram for assignment 2. The goal was to get us to think about relationships described in a paragraph of text in terms of subject-predicate-object "triples". Here's the assigned text:
Joe Lambda, a 25-year-old man, has a FOAF file. Joe has an AIM account "jlambda", and a Jabber account "joe.lambda@example.com", which is also his e-mail address. Joe is a graduate student at Foobar University, a university in the Cambridge, Massachusetts (42.373611°N, 71.110556°W), the homepage of which is located at "http://foobar.example.org/".

Joe Lambda has two friends, Bill Foo and G. Baz. Normally, Joe lives in Somerville, Massachusetts (42.3875°N, 71.1°W), a city that borders Cambridge, with Bill. G. Baz is their neighbor. Joe, Bill, and G. have a number of different interests, but are all interested in Linked Data. Joe is also interested in Astronomy, and Cricket, Bill also enjoys American Literature and Baseball, and
G. is interested in the TV show Arrested Development and Hockey.
And here's the diagram:

LinkedIn Data revisited

Then, we moved onto the languages, starting with turtle/n3, which identifies SPO relationships in a more human-readable format than the XML-based RDF. A brief, imperfect sample, based on the text from assignment 2, above:

@prefix ex: .
@prefix dbp: .
@prefix sws57: .
@prefix sws72: .
@prefix sws26: .
@prefix foo: .
@prefix rdf: .
@prefix rdfs: .
@prefix foaf: .
@prefix gn: .
@prefix rel: .
@prefix geo: .
@prefix vivo: .
@prefix xsd: .


ex:me foaf:interest dbp:Cricket.
dbp:Cricket rdfs:label "Cricket"@en.
ex:me foaf:name "Joe Lambda"@en;
foaf:age "25^^xsd:int";
foaf:gender foaf:male;
foaf:aimChatID "jlambda";
foaf:mbox "mailto:joe.lambda@example.com";
foaf:schoolHomepage foo:;
foaf:based_near sws57:;
rel:livesWith [rel:livesWith ex:me;
rdf:type foaf:Person;
foaf:based_near sws57:;
foaf:name "Bill Foo";
foaf:interest dbp:Baseball;
foaf:interest dbp:Linked_Data].
dbp:Linked_Data rdfs:label "Linked Data".
dbp:Baseball rdfs:label "Baseball".
foo:about#university foaf:homepage foo:;
rdf:type vivo:University;
rdfs:label "Foobar University";
foaf:based_near sws72:.
sws72: rdfs:label "Cambridge"@en;
geo:lat "42.373611^^xsd:decimal";
geo:long "-71.110556^^xsd:decimal";
gn:parentADM1 sws26:;
rdf:type gn:Feature;
gn:neighbour sws57:.
sws26: rdfs:label "Massachusetts"@en;
rdf:type gn:Feature.
sws57: gn:neighbour sws72:;
rdf:type gn:Feature;
gn:parentADM1 sws26:;
geo:lat "42.3875^^xsd:decimal";
geo:long "-71.1^^xsd:decimal";
rdfs:label "Somerville"@en.

We also designed our own ontologies, which define words, relationships, and other Semantic Web concepts relating to various topic areas. RDF and turtle/n3 graphs can then reuse ontologies for specific graphs (this is what the @prefix code refers to in the previous example). In the following example for assignment #4, we had to create an ontology for top-level biology definitions. Mine looked like this:

@prefix owl: .
@prefix xsd: .
@prefix rdfs: .
@prefix rdf: .

owl:Class rdfs:subClassOf rdfs:Class .

Eukaryote a owl:Class.
[ a owl:Restriction;
owl:onProperty cell;
owl:allValuesFrom CellWithNucleus ].

NonEukaryote a owl:Class.
[ a owl:Restriction;
owl:onProperty cell;
owl:allValuesFrom CellNoNucleus ].

LivingThing a owl:Class;
owl:unionOf ( Eukaryote NonEukaryote ) .
NonLivingThing a Class.
LivingThing owl:complementOf NonLivingThing.

CellWithNucleus a owl:Class,
[ a owl:Restriction;
owl:cardinality "1"xsd:nonNegativeInteger;
owl:onProperty nucleus ] .

CellNoNucleus a owl:Class.
[ a owl:Restriction;
owl:cardinality "0"xsd:nonNegativeInteger;
owl:onProperty nucleus ] .

CellWithNucleus owl:complementOf CellNoNucleus.

cell rdf:type rdf:Property;
rdfs:domain LivingThing.

nucleus rdf:type rdf:Property;
rdfs:domain CellWithNucleus.

Species rdfs:subClassOf LivingThing.

speciesName rdf:type rdf:Property;
rdfs:domain LivingThing;
rdfs:range Species.

datedescribed rdfs:subPropertyOf speciesName;
a owl:DatatypeProperty;
rdfs:range xsd:date;
rdfs:domain Species.

describername rdfs:subPropertyOf speciesName
rdfs:domain Person.

Animal a owl:Class,
[ a owl:Restriction;
owl:minCardinality "1"xsd:nonNegativeInteger;
owl:onProperty cell ] .
Animal owl:intersectionOf ( Eukaryote Species ).

HasTail rdfs:subClassOf Animal.
HasLegs rdfs:subClassOf Animal.
LeggedTailedAnimal a owl:Class.
owl:unionOf ( HasTails HasLegs ) .
numberOfLegs a owl:DatatypeProperty;
rdfs:domain HasLegs;
rdfs:range xsd:integer;


Fungi a owl:Class,
[ a owl:Restriction;
owl:minCardinality "1"xsd:nonNegativeInteger;
owl:onProperty cell ] .
Fungi owl:intersectionOf ( Eukaryote Species ).

Plants a owl:Class,
[ a owl:Restriction;
owl:minCardinality "1"xsd:nonNegativeInteger;
owl:onProperty cell ] .
Plants owl:intersectionOf ( Eukaryote Species ).

Bacteria a owl:Class,
[ a owl:Restriction;
owl:Cardinality "1"xsd:nonNegativeInteger;
owl:onProperty cell ] .
Bacteria owl:intersectionOf ( NonEukaryote Species ).

Archaea a owl:Class,
[ a owl:Restriction;
owl:Cardinality "1"xsd:nonNegativeInteger;
owl:onProperty cell ] .
Archaea owl:intersectionOf ( NonEukaryote Species ).

Protists a owl:Class,
[ a owl:Restriction;
owl:Cardinality "1"xsd:nonNegativeInteger;
owl:onProperty cell ] .
Protists owl:intersectionOf ( Eukaryote Species ).

… But unfortunately it did not map too well to the ideal solution that we were shown after we handed it in. Creating a model of these relationships depends heavily on logic as well as an understanding of the capabilities of OWL, the language that ontologies are written in.

Finally, we learned the Semantic Web query language, SPARQL. I had taken a SQL class years ago at the Boston College Woods College of Advancing Studies, and this experience was a good introduction to SPAQRL, which basically involves generating new graphs of data from existing triples in a very SQL-like manner.

The following SPARQL example that was shown to us in the class lab generates a list of countries from a triplestore based on the CIA World Factbook and restricts it to countries with a certain area and population:

PREFIX factbook:
SELECT ?country ?population_total ?area
WHERE {?country factbook:population_total ?population_total .
?country factbook:name ?country_name .
?country factbook:area_total ?area .
FILTER (?population_total > "5000000"^^xsd:long || ?area > "500000"^^xsd:long ) . }

But the class wasn't just about learning these languages and concepts. For the second half, we were tasked with forming teams and developing an actual application and business model built on Linked Data. The instructors for this segment were Reed Sturtevant and Katie Rae, but we got a lot of feedback from Tim Berners-Lee, Lalana Kagal and Ian Jacobi during the practice demo in late November. Startup founders and angels gave us some additional feedback on demo/pitch day on December 7. Our team consisted of two Sloan Fellows and an undergrad Computer Science/Media Lab student. We ended up creating a neat little educational app that teaches kids about different countries. You can see a brief demo in the following video (scroll ahead about two or three minutes to see it):



The winner of the demo contest was a neat restaurant review/location service. The people on the team seemed pretty serious about taking it to the next level, so we'll see how that progresses over the spring.


Future of the Semantic Web

There is also the question of the future of the wider Semantic Web/Linked Data world. For ten years people have been talking about the potential of the technology, and there have certainly been a slew of tools, projects, apps, and datasets made available . But there are also some limitations to the Semantic Web/Linked Data, as our study group found out when we were designing our mobile educational application. Performing live queries to the Web was a no-go, owing to the slow response time, and many of the datasets (including the widely used DBPedia graph) were inconsistent or had other flaws.

Yod, Mads and I went to TBL after our December 7 demo to discuss the "curation problem," and he offered some interesting suggestions. For instance, in choosing the best photos from flickrwrapper for the "places" part of the geography app, we could add some geocoded logic to find the best light/positioning (300 meters west of the object at a certain time of the day) and employ some to-be-determined algorithm or AI to "make sure Aunt Jenny isn't in the frame". He also suggested leveraging Google to programmatically derive the semantic meaning of certain terms that have additional definitions beyond geography. But the idea of using existing Linked Data, standard queries and ontologies without extensive programmed/human curation is just a dream ... at least for the time being.

Beyond the technical issues, there is also the lingering question of what sorts of killer apps might be derived from the Semantic Web. I think a key reason the 6.898 class exists is to help launch more Semantic Web-based startups, open-source tools, and new datasets, in the hope that one or more of these efforts will spark a truly innovative or ground-breaking app that moves LD and the Semantic Web into the mainstream in a highly visible way. I don't know if our educational app or the others from the class will move beyond the prototype phase, but there has been a lot of serious talk in our class about using these and other ideas as the basis of new ventures once we finish. I've been thinking about how the Semantic Web could vastly improve many common data-driven genealogy or history applications (areas which I have written about for years -- see "Google/Ancestry.com followup: Using outsourced Chinese labor to overcome OCR limits" and "Making a case for quantitative research in the study of modern Chinese history: The Xinhua News Agency and Chinese policy views of Vietnam, 1977--1993"), and over the next few months will do some additional research and reach out to people at MIT and elsewhere to evaluate the viability of such a venture (feel free to contact me at ian dot lamont -at- sloan dot mit dot edu if you want to discuss).

Lastly, I would like to offer my profuse thanks to K. Krasnow, Reed, Katie, Ian, Lalana and TBL for not only offering Linked Data Ventures this year, but also for making it a truly challenging and eye-opening experience. It really is one of the best classes I've had at MIT.