We Love A Great Interface

But not instead of face-to-face.

Here’s the next great mobile app that needs to be developed: you point your phone at someone else’s, push a button, and instantly beam them a message that says “Hey, I’m over here! Please look up and talk to me!”

We’re the same as you — we love our phones. They’re like mini-offices we carry around in our pockets. They’ve elevated our productivity to stratospheric heights. They’ve made us more connected than we ever could have imagined.

But paradoxically, they’ve also disconnected us from this analog life. There’s a bright, 3-D world going on all around us, full of wonder, beauty, and face-to-face interaction, which we ignore every time we turn our attention to that tiny screen. 

Marketing blogger Christina Childers shares an instructive anecdote about an industry trade show she attended where the vast majority of the vendors were only interested in playing with their phones.

How many customers walked away unacknowledged? How much business went undone? Maybe more importantly — how many simple, invaluable human connections were missed?

We’re not trying to turn back the clock here. We know that the digital lifestyle, the ubiquitousness of handheld devices, is here to stay. And we’re more than fine with that. We revel in it.

But we revel also in a simple, good old-fashioned conversation. We like eye contact. We live for smiles.

So we ask you to ask yourself: are your screen-gazing habits interfering with that? Are you checking your messages more often than you’re checking your surroundings?

If so, the solution couldn’t be simpler. Just put that thing down for a moment, look up, and give us a smile.

The C4

1. We won’t claim to be without fault here. We look at our phones a lot. They’re nifty little devices that streamline our communications, our business practices, and (let’s admit it) our entertainment. So yes, we look at 'em...probably more than we should.
2. But if you ever catch us ignoring our clients, our friends and co-workers, or our families in favor of pixels, please remind us how unspeakably inappropriate that is.
3. A lot of folks need just such a reminder. We all know this is true.
4. It shouldn’t be that way. Normal interaction shouldn’t suffer because of technology. And it doesn’t have to. Just think it over every time you reach for your phone. Ask yourself if now is an appropriate time to look at it. If the answer is no, then put it away.

I Phone Home...

When I'm off the map.

Image c/o Businessweek.

The launch of any new Apple device is rabidly anticipated and treated with a level of fanfare that’s slightly puzzling to those of us who haven’t yet drunk of the Apple-flavored Kool Aid. The late September release of the iPhone 5 was no different.

However, one particular difference became evident within days as not-so-happy iPhone 5 owners began reporting surprising problems with the newly created Apple Maps, which was rolled out with the iPhone 5 as a competitor to the industry-leading Google mapping program. The specifics of the Apple Maps issues, which include incomplete and inaccurate road and route data, and even typos in place names, speak of an unready product rushed into service. Clearly not what we’d expect from history’s most successful tech company.

But Apple’s real problem is still developing: their gaffe has turned their newest product into a late-night punchline. (Example: A guy with an iPhone 5 walks into a bar. Or a church. Maybe it was the Pacific Ocean.)

Apple CEO Tim Cook has issued an apology, and fixes are reportedly being expedited. Given the still-strong sales of the iPhone 5, and Apple’s resiliently loyal fanbase, it’s likely the company won’t suffer too much for their mistake.

But that shouldn’t excuse them for the worst kind of PR disaster: the self-inflicted kind. This one began with the widely panned decision, made back in the summer, to ditch Google Maps — reportedly in retaliation for Google’s entering the mobile-hardware arena. The inside story remains to be written, but it sure seems like Apple’s habit of cutthroat competition resulted in the too-soon release of an inferior product, all at their customers’ expense.

The bottom line is that Apple’s reputation, like every company’s, is their most important nontangible asset. No company can afford to risk it needlessly. Apple will undoubtedly survive the iPhone 5 maps fiasco. But how well will they fare the next time hubris lays them low?

Do they really want to find out?

The C4:

1. The iPhone 5 was released on September 21, 2012. Like most Apple releases, this one was treated as one of the most momentous tech happenings of the year.
2. The story quickly shifted, though, as users reported problems with the on-board Apple Maps program, which seemed to make it as useful for navigation as a demagnetized compass. Even though sales of the device are strong, the launch has turned into a PR fiasco, necessitating software fixes and a CEO apology.
3. It never should have happened. The whole sorry episode seems to be the result of Pyrrhic competition between Apple and Google, and of the unacceptable practice of rushing unready products to market.
4. In the long run, despite a hit to their reputation, Apple probably won’t suffer inordinately for their mistake. But reputation is finite. One hopes Apple has learned something from this, lest their reputation comes to be defined by it.

Let Your Fingers Do The Walking

...and clicking.

First, a couple disclaimers here: Yes, we know the Yellow Pages have never really gone away. Just like you, we receive ours every year — they clutter the porch then plop into the recycling bin, often without ever being opened.

Second: No, we don’t want to wind back the clock. We love today’s technology, and we’re awed by the fact that in lieu of letting our fingers do the walking, we can type and click and within seconds find the businesses we’re looking for, get a synopsis of consumer reviews, and map out detailed driving directions.

But — the Yellow Pages! From a marketing perspective there are things about the Yellow Pages unmatched by anything online.

For instance, say you’re a plumber. Ask yourself, what is it you offer your customers? You might answer: fast service, free estimates, and satisfaction guaranteed. Great.

Now flip open the Yellow Pages, and see what every other plumber in the city offers. It’s a quick reality check, and a prod to get busy differentiating yourself from the competition.

Nowhere else can you get such targeted business intelligence about your local competition, their strengths and weaknesses, and what they’re saying to lure away your customers. It helps you hone your message and define your Unique Selling Proposition — that pithy description of why you and you alone should be their provider of choice.

So as long as businesses are still advertising in the Yellow Pages (and they are), so should you. And you should be using it as a resource, too.

In fact, go get it right now. It’s probably still there, waiting on your porch.

The C4:

1. The Yellow Pages — not yellowpages.com but the old fashioned annual phone directory. It’s become something between an anachronism and a punchline by now. But it still exists, businesses still advertise in it, and consumers (much fewer but still notable numbers) still consult it.
2. For local businesses, it’s an intelligence tool. Within a few conveniently alphabetical pages you can check out all your competition, and see what they’re saying they offer.
3. And that should influence what you say. To win over customers you differentiate yourself. Let your Yellow Pages perusing help you figure out what you offer that they don’t. Then let that become your Unique Selling Proposition.
4. Market accordingly. Build a marketing communications strategy around your uniqueness. Emphasize it in all your consumer-oriented messaging. And yes, that includes your ad in the Yellow Pages.

A Dark Knight For Trading...

Are these gyrations the dawn of more NYSE angst?

Wall Street and its arcane world of securities trading — could anything be more complex? But really, the principles of stock trading are forthright and easily understood, and haven’t much changed in a couple centuries…

You buy fractional ownership in a corporation. You make money, if not through dividends or shares of profit, then by reselling your shares as their values tick higher. Thus the familiar refrain, buy low/sell high.

The complexities creep in as you try to wrest loose every erg of possible profit. Can revenue be gained when share prices rise by a quarter penny or so? It can, but only when you’re trading thousands of shares, thousands of times per second. Here’s where trading software comes in, the likes of which has revolutionized the securities market.

But it’s also imperiled it.

On August 1, 2012 the Knight Capital Group began executing a series of erratic, rapid-fire transactions that had over 100 stocks gyrating wildly for more than 45 minutes, until the NYSE suspended trading. In the meantime Knight was losing more than $10 million per minute, for a final hit that equaled more than quadruple that firm’s total profit last year.

The culprit of course was software. Knight was trying out a new trading algorithm that had been regrettably rushed into service without due testing and bug-fixing. When you or we come up against a bug, we might curse at a blue screen for a while. When it happens to a company like Knight (which executes trades for Citigroup, TD Ameritrade, and others, and was responsible for 11% of all U.S. securities trading in the first half of this year), markets shudder.

It’s a fact of life in this new century of ours that we rely on technology in more ways than we can count. It’s also a fact that our reliance sometimes outstrips the technology’s capabilities. There’s nothing abstract about binary code that can eliminate vast fortunes in the blink of an eye. We have software today that can bankrupt companies and destroy lives.

If we’re resolved to keep it, then we’d better find a way to make it work.

The C4:

1. On August 1, a trading-software glitch caused 45 minutes of erratic stock transactions that have so far cost the Knight Capital Group $440 million and over 75% of their company value. They’re likely headed for bankruptcy.
2. This is hardly the first time this sort of thing has happened. The Facebook IPO in May was marred by a $40 million glitch and the 2010 “Flash Crash” caused a thousand-point swing in the Dow Jones Industrial Average in just over six minutes.
3. Every broker, day-trader, and 401k dabbler relies on stock-trading software. It’s made our modern securities market possible.
4. But when it goes wrong the consequences are devastating. The risks here are way too high. Stricter regulation is never a popular solution, but if anyone has a better idea for protecting our markets from software glitches, we’re all ears.  

The Six Billion Dollar Email

Just 11 words in a mountain of data may ultimately be the smoking gun.

If there’s a moral to this cautionary tale, it’s this: know what’s inside those boxes you’re handing over.

The background is a multi-billion-dollar lawsuit between Oracle and Google (go ahead and call it the Battle of Silicon Valley), in which Oracle alleges the illicit use of its Java programming platform in Google’s Android operating system.

It started off as one might expect; Google denied wrongdoing, while (reportedly) preparing to pay a token settlement of a few million dollars. Then sometime last year came the discovery phase, where Google responded to Oracle’s subpoenas with a good old fashioned data-dump: truckloads of documents meant to overwhelm and confuse the other side’s lawyers.

But somewhere within those truckloads was a single damning email. It was from a Google engineer to Andy Rubin, head of the Android division. It said (paraphrasing here), “You know, we really ought to buy a license for Java.”

So much for settlement. The trial is now underway; its conclusion is by no means foregone, but legal observers say Google isn’t looking so good. Damages were initially estimated at $6.1 billion, but might be negotiated down to around a billion. That’s still enough of a hit — even to Google’s deep pockets — to spell an end to Android OS as freeware, and higher consumer prices on Android phones and tablets.

For the want of a nail? More like for the want of reading your own email. Or, better still, the true root cause: if you’re using someone else’s software, pay for it. Because ultimately you will...one way or another.

The C4:

1. In August 2010, Oracle (owner of the Java programming platform) filed suit against Google for the unlicensed use of Java in the Android operating system.
2. Responding to Oracle’s subpoena, Google inadvertently supplied an email which apparently acknowledges the use of Java, and the need to pay licensing fees.
3. The trial is ongoing. It could result in a billion-dollar judgment against Google that would inevitably impact the cost of Android devices.
4. Learn from Google’s mistakes: data-dumps can be self-defeating, and it’s always best to simply pay for the products you use.