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Your corporate brand is more than just your logo or your jingle. Your brand is also the emotion raised when someone thinks about your company.

When you see the golden arches and the familiar red “M,” your mind recognizes more than simply the McDonald’s logo. It conjures up great value, the smell of hot French fries and the good times you have there with family and friends.

In your products and services, in your advertising and promotion, in the voice of your receptionist, in the attitude of your employees, people interact with your brand continuously. Every touch point of your organization has to reflect a consistent message about your brand value.

However, since the advent of the Web, never in the history of marketing have companies delivered brand disappointment in such appalling ways. Useless websites and horrible user experiences result in frustrated customers who not only abandon your brand, but tell their friends to do so as well. Enter “Web 2.0”, replete with technology that empowers organizations to make people feel good and simplify their lives.

 

WHY RICH INTERNET APPLICATIONS?

Rich Internet Applications, or RIAs, enhance your brand image in many ways. A well-designed RIA entices people to your brand. It delivers an engaging, immersive experience. It speaks to the brand promise with functionality and interfaces that stagnant web pages cannot. RIAs build brand value by making people’s interaction with your brand a more valuable, productive and pleasant encounter.

Unfortunately, we’ve all had more than a few bad online experiences that have left a poor taste in our mouths. We’ve waited on too many pages to refresh. We’ve clicked forward and back too many times to find hotel rates and vacancies. We’ve been unable to see all the seats in the arena when buying concert tickets. All too often, e-tailers actually make it difficult for us to give them our money and don’t do anything to up-sell, which results in lost opportunities.

If your company seeks to differentiate itself, you have to go beyond a basic paged-based Web presence. If your brand promises that you have elegant products, the online experience you give your customer has to match that — visually, emotionally and functionally.

Think of a good RIA as having left-brain and right-brain attributes. The left brain represents utility, functionality, navigation and usability. The right brain represents emotion — the compelling, immersive and interactive experience. Both must deliver on the brand promise.

DISCOVERY NETWORK FULFILLS ITS BRAND MISSION WITH EARTH LIVE

The name “Discovery” is synonymous with learning and knowledge, attributes that are powerfully evident in EffectiveUI’s RIA, called Discovery Earth Live. Consistent with the high production values of the network’s on- and offline media programming, the site offers crisp imagery and high-quality video in imaginative and educational ways.

The unique part of the experience is its highly interactive interface. Graphic overlays appear on a 3-D globe that users can spin with a flick of a mouse, and watch it continue to move with virtual momentum, just like a physical object. The globe is more than a flashy gimmick. Site visitors can use it to engage with high-value content like environmental news stories and field reports from experts in environmental science.

The challenge we faced when we set out to build this RIA is that we needed the application to digest and visually display massive amounts of very complicated and sophisticated environmental data from NASA and NOAA and “consumerize” it. The Earth Live RIA successfully added value to Discovery’s brand by offering their audience access to important scientific data in an easy-touse, highly immersive and entertaining interface.

We pushed the boundaries of available technology to build this application, and we encourage our designers and developers to do this, too. The result helps Discovery Network extend their brand image not only as a knowledge leader, but as a technology innovator as well. The site had 160,000+ unique visitors in the first three months, and is on track to garner more than 1.5 million users within the first year. It was featured on the cover of PC World, May 2008, as part of the Best Free Stuff: 101 Web Services and Downloads feature, and has received numerous other industry accolades and awards.

NOT JUST FOR CONSUMERS

The brand value of RIAs is not limited to customerfacing applications. Brand value can also be enhanced when RIAs are used as everyday internal operational tools in myriad ways across all vertical markets, such as financial services, business-tobusiness, government, healthcare and transportation, to name a few.

For instance, United Cargo delivers same-day packages on United Airlines flights. Their smallpackage delivery (SPD) service ships urgent parcels, such as transplant organs, flowers, fresh foods and anything else that needs to arrive in a few hours.

While United Cargo’s on-time delivery was commendable and customer satisfaction was high, management felt it could be higher. They came to us to build an RIA that would streamline the end-to-end workflow and better track packages throughout their route system.

Previously, a customer-service representative had to access multiple pages from the company’s intranet in order to upload the package information, go to another site to make sure everything was TSA compliant, and then click through some more screens to verify billing and tracking information. Meanwhile, consumers had to sit and wait while the representative navigated through the morass. Fortunately, this is no longer the case.

Now, instead of struggling through a series of “green screens” all day, United Cargo representatives interact with an intuitive, lightning-speed, visually compelling environment that significantly reduces the number of steps required to access critical package-delivery information. Best of all, the RIA is easy to learn, which eases the burden of training resources.

The RIA also decreases employee frustration, which in turn makes people’s jobs a whole lot more pleasant. The average call time with a customer has dropped, so the customer’s experience when dealing with the brand is further enriched. By streamlining the internal process of tracking SPDs, United Cargo improved its external customer service. Better service reflects the brand’s core attributes of being efficient, reliable and fast.

HOW TO IMPROVE THE ONLINE EXPERIENCE

In a recent Forrester report, analyst Ron Rogowski reported that enterprise executives cited “improving online experience” as their top priority in the coming year. Smart executives recognize that RIAs can significantly increase the value of their brand. Properly executed, RIAs improve the user experience and allow companies to differentiate themselves from competitors. Better yet, companies who are leveraging RIAs position themselves to “leapfrog the field.”

However, RIAs are not for the faint of heart. Internal IT departments typically lack the expertise to build an RIA themselves, and do not have the resources to maintain an in-house lineup of RIA specialists. While your organization may own video equipment, would you ask your design department to produce a network television commercial? Similarly, an RIA developed by your IT department, while being fully functional, may look like an IT department built it.

On the other hand, you need your IT department to work closely with RIA specialists to integrate smoothly with existing infrastructures, tie to back-end databases and help ensure the firm understands the benefits of RIA adoption. Beyond the technical expertise and design talent, you’ll need miles and miles of user research, stacks of strategy sessions and a strong roster of interaction designers, user experience designers and information architects to pull it off. Typically, a company will work with an organization like EffectiveUI when they first undertake an RIA project. From there, we have been very effective in helping organizations migrate their internal teams toward fully embracing RIA adoption.

There are many ways to mess up a software project – What I’d like to discuss here is a common misnomer that fix bidding a project somehow mitigates any risk – in fact, fix bidding only increases it. I realize the organizational theory behind this common practice:

“Control costs by putting some of the risk of completing the project into our vendor’s hands”

In the real world, however, the theory does not hold true. There are several things you should consider before asking your vendor to fix bid a software development project:

It’s impossible to accurately estimate software development
First, we need to agree on one thing. There is no software project that winds up exactly like you had planned it. What I mean is that software development is a series of course corrections – if you were able to see all of the risk, and had everything architected and planned out perfectly – than you would be better than 99.999% of all other technology companies in the world. Microsoft, Adobe, nor Apple commit to release dates for this exact reason – they know that software development is predictably unpredictable.

There are only 2 possible outcomes
When you ask a vendor to fix bid a project, there are 2, and only 2 outcomes.

1. You get the vendor to lose money because they did not accurately estimate the project. This may seem fine to you, but the second and third projects you do with a vendor are always more efficient – if your vendor losses money they will not come back (and you will have lost that second project efficiency) It pays in spades to have a vendor understands how to work with you, that knows your business and that can have open communication and collaboration

2. Your vendor is able to do the bare minimum in order to fulfill on the requirements and they make a killing. Recently I interviewed a sales candidate for a large interactive agency. The individual revealed to me that their most profitable projects were those that were fixed bid. He simply took the project team’s estimates, doubled or tripled them, and never told the project team that they had the additional budget. It forced the team to work in a budget that was great for the agency, and horrible for the client.

Given these 2 outcomes, you have now successfully set up an antagonistic relationship. You are constantly questioning your vendor’s motivation, and they are pushing back on every little change because it effects their bottom line. It’s like putting a sword into 2 people’s hands & telling them “winner take all” – and then being surprised when the 2 people don’t get along.

 

 

 

 

 

 

 

 

 

 

You lose the ability to make course corrections
If you agree that software development requires course corrections, than you must agree that it is critical to frequently review project objectives, estimates, and timelines. It is also critical to validate the software with end users, to make sure the software is meeting their expectations. In a fixed bid situation, your vendor is heads down and not doing the proper check-ins and validations. Even if they do usability testing, they are incented to look the other way.

 

Bottom of the Barrel
The high risk of taking on fix bid, from a vendor perspective, means that you will likely get only those vendors that are desperate enough to take on that sort of work. Ironically, you have introduced a ton of risk into the project’s success. You might as well take the money to vegas and put it on “Red” … (actually – your odds are better in vegas – according to forester, 70% of all development projects fail because they are not accepted by the end user of the product)

 

 

 

 

 

 

 

 

 

 

You may ask: “So, how do I manage my budgets?”
First, understand that services companies are not in a “high risk” business. Asking them to share in the risk and not share and not share in the reward is almost alway inappropriate. Yes, you are (hopefully) paying them a great rate for their services and therefore it is completely appropriate for you to expect them to provide quality people and good-faith estimates. But asking them to “put skin in the game” means that you are asking them to do something that is outside of the philosophy of services businesses – Services companies traditionally make lower profit margins; especially when compared to higher-risk / higher-reward product companies. The shareholders in services companies are in that business because they are less risk-adverse than you. Does that mean it is hopeless to mange outsourcing. Actually, outsourcing can be much more cost effective than bringing development in-house. Usually, service providers have people that are more up-to-date on the latest technologies, and have seen many more projects and obstacles then internal project teams.

So – how do you get the most from your vendor while maintaing a good relationship?

1) Treat your vendor as as a partner
A colleague of mine, Rebecca Flavin, explained to me what a great partnership looks like:

A great partnership is where either party would willing trade places with one another

If you think that you “won” because your vendor lost money on a project, think again … Eventually, you will wind up working with only “bottom of the barrel” companies.

2) Demand accurate estimates, but only for short milestones
Trying to accurately estimate a large software development project is next to impossible. One of my favorite quotes in the world was something John Cleese said when he was discussing the value of creativity:

“If you are absolutely hopeless at something, you lack exactly the skills needed to know that you are absolutely hopeless at it — This explains so many things in life”

This translates into software development perfectly. How can you adequately estimate something if it has never been done before, and that you know things will change along the way? The way to mitigate this undeniable truth is to let everyone know the end goal and allow the team to set short milestones and estimates along the way. This gives you, as the project stakeholder, the ability to course correct before its too late. Demand the data you need to allow you to make the right decisions….

3) Be okay with uncertainty
Be okay with the fact that things will not look like you initially planed them (unless you have unlimited cash and time). Agile development is an excellent model for software development. It accounts for the fact that you will never know everything before you start a project – it is execution focused. Do enough planning an product strategy up front to ensure you are headed in the right direction, but don’t get bogged down into detailed requirements documents – they almost never accurately articulate what the software will do when completed. Allow the requirements to build and modify as the project progresses. This DOES NOT mean “give your vendors a bunch of money and let them figure it out along the way” – Agile processes empower you and your vendor to spend the money more wisely, and to have levers to pull when you hit roadblocks or find out that you are missing the mark during user testing.

4) Be okay with some imperfection
Google’s software is in perpetual Beta. They understand that they have an obligation to provide the right mix of utility and usability while trying to push software out in a timely matter. You can easily spin your wheels trying to fix a minor bug for weeks and months and lose sight of the bigger picture. People will allow a certain number of very minor bugs in software as long as they are getting value from it. I’m using Blogo to write this post. It has an annoying bug that pushes my window off screen every time I change my monitor resolution – Despite the bugs, I use the software (and paid for it) because it still offers me more utility than posting directly in wordpress.

That actually leads me to my last point – we often forget that all of technology is geared for one purpose: to improve the lives of human beings. No matter what vendor you choose, or what process you decide to employ, make sure everyone is hyper-focused on that person that will be using what you are building.

 


Earlier today I posted about someone posting about somebody else’s post on jobs that are “recession proof” ( gotta love the internets :)

That post spawned a request from Jeremy Geelan over at Sys-Con to give my two cents on yet another “recession” related technology topic: 10 Tips for Riding Out the Recession as a Software Vendor.  

The post was crafted from 10 technology execs that had tips to hunker down and see this thing through :

  1. Prioritize Harvesting Existing Assets and Opportunities (Jeremy Chone @ Nexaweb)
  2. Plan For The Worst (Mitchell Kertzman, Hummer Winblad VC)
  3. Focus on Helping Your Customers’ Bottom Line (Jnan Dash, Curl)
  4. Get Revenue Control (Chris Keene, WaveMaker)
  5. Buckle Down, Conserve Your Cash (Jeff Haynie, Appcelerator)
  6. Push Agility and Speed (John Crupi, JackBe)
  7. Grow the Talent You Have (Jason Calacanis, Mahalo.com)
  8. Make Your Top Ten 10% Better (Jason Calacanis, Mahalo.com)
  9. Build Market-share (Jason Calacanis, Mahalo.com)
  10. Adopt Cloud Computing (Michael Sheehan, GoGrid & ServePath)
Good post – the “2 cents” I shared with them – 

I think everyone of these tips are excellent for any business, but aren’t all of them things we should be doing anyhow? Recession or no recession? When we look to expand our business at EffectiveUI, we look for ways our clients can save big money or really grow revenue (or both). Why else would anyone hire us? Recession proofing your company is about making your company excellent. That way, during down times you will do more than just survive, and in bullish times you will thrive.

Our focus continues to be on attracting awesome talent and fostering a culture of teamwork, entrepreneurship and execution excellence. And then, most importantly, getting out of our own way. I’ve been astounded how successful it is when you empower everyone in a company to make a difference. What does empowerment actually mean? Giving permission to fail, as long as they fail forward. It means trusting your team has done their homework and has more context than you when making important  decisions. I’m not talking about anarchy – we all collaborate on a direction, provide insight based on our experience & education, and sometimes (but very rarely) managers have to make unpopular decisions for the benefit of the entire company. However, we’ve come to realize that success does not look like a bunch of “heroes” at the top make miraculously insightful decisions that pull the company ahead – rather success looks like a bunch of small failures where managers provide support, encouragement, some structure, and above all else – foster a great team culture.

What I meant by my comments: To recession proof your business: Focus On Quality People! They are the best chance to ride through any downturn.  

Then, as an ironic coincidence, Guy Kawasaki from AllTop just twittered an old post he wrote over 2 years ago: “The Art Of Bootstrapping” … The “list”:

  1. Focus on cash flow, not profitability.
  2. Forecast from the bottom up.
  3. Ship, then test
  4. Forget the ”proven“ team.
  5. Start as a service business.
  6. Focus on function, not form.
  7. Pick your battles.
  8. Understaff.
  9. Go direct.
  10. Position against the leader.
  11. Take the “red pill.”
Guy’s post is a worth-while read for sure (you need to read it to dig into the meaning of each item) .
I would humbly argue the “proven” team item just a bit – He states that you should start with hiring young guys and gals that are really smart over experienced people from billion dollar companies. He’s forgetting about those people that come from mid-size companies that have experience under their belt and can get you where you need to go with less risk and much faster than if you hired a bunch of new college grads that have never actually put a UI on top of an SOA (or worse, they don’t know how to spell API or SOA). Even better – find a partner that has experience building enterprise applications for those billion dollar companies ;)  They can get you rolling quickly without the weight of a “corporate” structure – Best of both worlds!

 

James Hamilton wrote a piece for SysCon titled “Gartner’s Top 10 List is Incorrect and Stupid“. 

Actually, I should start with a little background:

InfoWorld posted this article by Lisa Schmeiser. She talks about recession proof jobs. Good read. My only argument would be to the point that companies should try to do everything in-house. Sometimes you need help from the outside to get you started down the right track – if you spend a million to save 2, good ROI right?

One of the jobs had to do with “web 2.0” technologies – for some reason, this really set James off. In his post he wrote:

I can’t imagine a single company today having a spare team of programmers sitting bored in a room with nothing better to do than implement a “social computing” module to their corporate website, or my favorite, “enterprise mashups” for their management team.

Web 2.0 became a mute subject overnight as it relates to software as a business.

Bloggers do not need hundreds of Web 2.0 software companies to help them.

Why would K-Mart need social computing features on its website during the recession of 2009? Why would IBM need social computing elements on its website? Why would Sony need an enterprise mashup? Well, Zillow is a hit. Do we need to change every website on earth to mini Zillows?

I thought I’d repost my comments here:

Sorry James, I think you have this one wrong. First, I’ve been lucky enough to meet many of the gartner analysts, and everyone I’ve met has been very bright – most of their opinions are based on actual data and research. It is arrogant to assume that you know better.

Question – if you were a bank, and your customer service organization cost you 100 million dollars a year, what would you spend to cut that cost in half? Many “Web 2.0” portals are used to push customers to self-service. Additionally, according to another research firm forester (who also base their opinions on data and research), those customers who use highly usable self service portals perceive a higher service quality.

So, imagine you are that bank CEO – would you spend 25 million on an IT effort that saved you 50 million this year, and every year going forward? Now add in that your customers’ perception of your bank significantly improves. How attractive is that 25 million spend now?

To use your example – K-Mart’s IT department could create a dashboard to track weather, truck-maintenance schedules, employee vacation time and traffic conditions to more accurately predict truck deliveries –

All “Web 2.0” really does is give us a broader set of tools to create better software, and there is almost always an ROI in that!

Cut to early June, Intelligence Gaming sat in our “fishbowl” conference room, and Jim Cheng, one of our senior ui developers, is wearing a headset listening to an amazing audio clip that includes technology called “binaural audio” – Jim spins around in his chair, as though something loud happened behind him – he screamed out a “WHOOP!, This is awesome!”. As he was listening to the audio, Maikel Sibbald, Jim’s development cohort, was watching a video clip shot with a 360 degree camera. Steve, one of the incredibly smart people behind the RealityV concept from Intelligence Gaming, pulled out a head mounted, LCD display unit and asked “Can you guys combine these experiences into this piece of hardware?” – I told him ” You had me at hello!”

Since then, our team has been pulling crazy hours to combine super high-resolution video, 8 channels of audio into an immersive training experience for the US Army:

The situational awareness training will be delivered to the ARMY in “episodes” this year and is just the tip of the iceberg for the platform. What is really innovate about all of this is that we are using “off the shelf” hardware, including an interactive USB glove that allows participants to interact  with the content while wearing the headset.

If you are lucky enough to be at MAX 2008 this year, we are showcasing the application (you will actually get to put this thing on and test drive it yourself) – Hope to see you there!!

 

you can also read a little more about the application here on TechCrunch: http://www.techcrunch.com/2008/10/14/realityv-revolutionary-virtual-reality-training/

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