Archive for June, 2008

Industry Revolution: Music

Monday, June 30th, 2008

The Industrial Revolution, during the late 18th and early 19th centuries, brought with it significant changes in agriculture, manufacturing, and transportation. In the latter part of the 18th century, the labor-intensive economy of Great Britain was gradually being supplemented by machinery. For example, the introduction of steam power and powered machinery significantly increased production capacity.

The Industrial Revolution provided ordinary people in Europe and ultimately around the world, increased opportunities for employment in the new factories and mills. (To learn more about the Industrial Revolution, see the following Wikipedia entry).

With major change, it is common to find resistance from the “incumbents”. For example, a group of English workers known as Luddites organized and protested against industrialization. The Luddites were originally mostly workers in the textile industry.  Many found themselves suddenly unemployed – they could not compete with machines. More groups joined, including agricultural laborers in the 1830′s. The Luddites often did more than protest – they also sabotaged factories.

Fast forward to today. There have been many smaller revolutions in different industries. In fact, almost every single industry is changing. And not surprisingly, change in those industries have brought resistance from incumbents. The music industry provides a great example.

The music industry is at a crossroads. Album sales are decreasing – sales were down 21% during the last holiday season, as compared to the prior year. The trend towards self-publishing is very strong and threatens the very foundation of the music industry. Many professionals are angry about a new marketing program – the “pay what you want” program. The insiders in the music industry complain that the “pay what you want program” devalues music and is a disservice to the entire industry.

Let’s look at the facts. Radiohead, an innovative rock band from England, released their latest album (Rainbows) in October 2007, but instead of releasing the album in stores, Radiohead made it available as a digital download online. In a huge departure from traditional record sales, Radiohead made a novel proposal to its fans – pay what you want. In fact, fans could even “buy” the album for free.

Other musicians and record labels complained that Radiohead’s strategy was a failure out of the gate and a disgrace to the entire industry. For example, Gene Simmons, bassist for the rock band KISS, complained that Radiohead’s strategy was contributing to the demise of the music industry.

Radiohead’s album and strategy were a resounding success, both personally and commercially. The album was number one in the UK and the US when the album was physically released. Other artists who were not afraid to innovate followed. Trent Reznor, lead singer of the Nine Inch Nails, followed with a “pay what you want” release. In fact, Trent Reznor recorded and distributed the album Ghost I-IV without the involvement of any record company. Many others followed suit. Girl Talk recently released their latest album using the “pay what you want” model.

The success of the “pay what you want” program holds huge promise for lesser known artists. There are millions of people around the world who have no way to get noticed in the music industry because major record labels won’t sign them. Musicians now have access to inexpensive recording equipment and distribution over the Internet. Those artists are already on YouTube, iTunes, and many other online sites. And they’re adopting the “pay what you want model” in order to compete.

And you know what? Many of them are very good artists. Extremely good.The “incumbents” in the music industry who are holding on to the old ways SHOULD feel threatened.

The revolution in the music industry isn’t coming. It’s already here.

Googley Principles – Not For Design Only

Friday, June 27th, 2008

Late in 2007, Google’s User Experience group articulated design principles that guide Google designs around the world – design the “Googley” way. The team defined those principles as follows:

1. Focus on people—their lives, their work, their dreams.
2. Every millisecond counts.
3. Simplicity is powerful.
4. Engage beginners and attract experts.
5. Dare to innovate.
6. Design for the world.
7. Plan for today’s and tomorrow’s business.
8. Delight the eye without distracting the mind.
9. Be worthy of people’s trust.
10. Add a human touch.

These principles are not limited to design. They articulate, with perhaps two exceptions (#2 and #8), very powerful principles on which to build a company. And it’s not too difficult when we look around, to see these principles practiced by companies we admire.

For example – Principle 1 Focus on people – is very much a part of Apple’s message. Thomas Watson coined the tagline “Think” (ultimately used by IBM) in the early 1900′s. It was clear to many in the mid to late 1990′s that IBM had lost its focus. Apple’s “Think Different” campaign (used by Apple from 1997 to 2002) was innovative and perhaps a play on IBM’s “Think” campaign. It demonstrated that Apple understood its customers, what they wanted, how they worked, and understood their dreams. And today – almost every single Apple user will tell you that Apple “gets it”. Not too many will say this about IBM.

Principle 3 is a fundamental truth that some companies ignore and most don’t understand. Just take a look at the bloated offerings from Microsoft, Oracle, and numerous others. Features upon features upon features. Then take a look at products from companies such as 37signals, zendesk, and Google. It takes an amazing amount of discipline to keep things simple. Really. The urge to add just one more feature, just one more little tweak is great. But there are plenty of good reasons why one must fight that urge. In fact, the gang at 37signals wrote an excellent book about building successful web-based applications and keeping things simple – and a free version is available for all to read here. We learned a thing or two by reading that book.

Principle 4 is extremely important because very few companies can exist solely on a diet of one or the other. Good products should be able to speak to both beginners and experts.

Principle 5 – dare to innovate – is critical to success, particularly on the Internet. There is a ton of noise online (and offline) and it is extremely difficult to break through that noise. Innovation is one way to do it. Build something innovative, something exciting, something game-changing, and people will notice. (Examples: iPhone, YouTube, ).

Principle 6 is often forgotten, particularly when working in the U.S. It’s a small world, and sooner or later, a successful brand will need to flex its muscles overseas.

Principles 7 – plan for today’s and tomorrow’s business highlights a real problem area for many companies. Most companies are so fixated on their performance today that they forget to plan for the future. They make decisions that result in short term gains in exchange for long term losses. This is very short-sighted. It was both interesting and bold in 2004 when Google published an “Owner’s Manual” by its founders, Larry Page and Sergey Brin, in which they said that Google would not succumb to Wall Street’s demands for short term results. To the contrary, the manual said that Google would take big risks and reserve the right to make big mistakes. And history has shown that strategy to have been a resounding success.

Principle 9 – be worthy of people’s trust – is a fundamental principle that SHOULD define every single company. Real relationships have at least one thing in common – trust. I am not talking about the relationship you have on Linked-In when you have 500 users – most of whom you don’t know – in your “network”. I am talking about real relationships we have with our friends and loved ones. And when I think about one of the most important things I want our customers to say about us, I always come back to this principle – I want them to say that we are worthy of their trust. And it’s not too difficult to see why. People love Apple products because they trust Apple to have some of the most innovative and friendly products in the world. And that trust is well-earned.

Finally – Principle 10 – add a human touch. It’s no coincidence that our own site is more like Skype and less like PriceWaterhouseCoopers. When we looked around to see what voice we liked and how we wanted to talk to our customers, we looked at ourselves and what we like. We wear shorts and sandals to work. We play ping-pong (and soon, Rock Star on the Wii). We work hard, and we play hard. And we wanted to have a little fun. Yes, crowdSPRING is a business, but many companies have shown that a business does not need to wear a three-piece suit. (Examples: Skype, Threadless, Flickr).

What do you think?

Happiness As Your Business Model

Monday, June 23rd, 2008

A few days ago, Tony Hsieh, CEO of Zappos.com recommended in a Twitter post a very interesting slideshow by Tara Hunt. The presentation is well worth a view. In the presentation, Tara Hunt suggests that happiness is a key to the success of a business. And in our experience as a company, this advice is spot on.

For us, customer service is a culture, not merely a service. The concepts discussed in Tara Hunt’s slideshow are the foundation of who we are as a company - both to our employees and to our customers.

The slideshow is 197 slides – but it’s a quick read. Great presentation, Ms. Hunt!

Bad behavior

Friday, June 20th, 2008

We think there are many benefits to contributing your work to projects on crowdSPRING. Not only are there cash awards to be won, community to be built and enjoyed, and clients to be found, but there is learning to be had. We understand that designers learn a great deal from watching what their peers are creating, listening to what others say about their own work, and absorbing criticism in its most glorious form: feedback.

We find ourselves faced with a serious challenge and are working hard to do something about it. The challenge is this: how can we encourage buyers to give feedback, teach them the importance of giving feedback, and convince them of the benefits that come from giving feedback? Forcing buyers to do this by creating rules is like forcing your kids not to bicker – a lost cause. It just won’t work. What works best wth kids is to convince them that benefits will accrue if they just stop bothering one another.

Sometimes buyers post rude comments or give low quality feedback or no feedback at all. This type of bad behavior not only discourages creatives, but is corrosive to the entire community we are creating. The impact on the buyer and their project is also negative. Bad buyer behavior leads to fewer entries (less choice), fewer creatives participating (less creativity), and more buyers invoking the 25 entry guarantee and asking for a refund (less satisfaction all around). There is also a negative cycle which develops and, over time, will lead to even more more bad buyer behavior. New buyers often browse to look at the projects that are posted and the work being entered. When they see low-quality feedback, or no feedback at all, they assume that it is the norm and they imitate that bad behavior in their own newly-posted project. Bad. We have to do everything we can to break this cycle quickly. We have to educate buyers; we have to “moderate” projects; and we have to teach best practices and build the best community.

The first part of the strategy is to educate buyers wherever they turn on the site. We already have several efforts underway:

  1. We have added a new “congratulations page” on which a buyer lands as soon as their project is posted. This page lays out 3 simple steps to a successful project and STRONGLY encourages feedback.
  2. We have made some changes to the notifications a buyer receives when there is new activity in their project. We encourage scoring and feedback to ALL new entries.
  3. We are carefully watching projects and, when we see one with low traffic or minimal feedback, we are proactively contacting the buyer to stress the importance of feedback.
  4. We are preparing a series of screencasts, including one on best practices in managing a project. What does it emphasize? Feedback, of course.

How can creatives help? Be vocal when you witness bad behavior: send the buyer a PM, post a comment in the Activity tab, comment on the project in the forums; send the buyer a link to the comment in the forums; submit a beautiful new entry which, instead of a concept for the buyer to consider, simply says “FEEDBACK PLEASE!” If enough of us act as volunteer “moderators” we can, in a short time, actually moderate this bad behavior, encourage the best of practices, and help to build out the community we want.

12 Questions: Meet Fred Kylander (Sweden)

Thursday, June 19th, 2008

This is the first in what will be a regular series in our blog where we’ll feature interviews with someone (a creative and/or a buyer) from the crowdSPRING community.

We’ll pick people who add value to our community – in the blog, in the forums, in the projects. Plainly – activities that make crowdSPRING a better community. Be professional, treat others with respect, help us build something very special, and we’ll take notice. Really.

We’re very proud to feature Fred Kylander (crowdSPRING username: fredK) today. Fred lives and works in Sweden.

1. Please tell us about yourself.

I’m 43 years old, going on 24 ;) Raised in a typical mid-70′s white middleclass suburb, the third of four kids (two sisters on either side, one older brother), imprinted with liberal ideals, learned to read and write at an early age, attended an English speaking kindergarten (not because I have English blood anywhere but because my mum and the proprietor of the school were good friends and my sister had gone there before me) and was fluent in English about the same time I was fluent in Swedish. Moved to the big city (Stockholm) around the age of 11. Did sports mostly at this time. Was an incredibly skilled left winger on the football pitch and did okay on the tennis courts. A bum knee put paid to any dreams I had of becoming the next great football pro. My favorite football team is, was and will always be Liverpool FC.

2. How did you start out as a designer?

Well, I’ve always messed with design one way or another but I never had any real plan to make a career out of it. Mostly because my brother is a great designer, much better than I am, so it seemed pointless to try and compete with him. But I’ve always messed with design one way or another and I’ve always had a passionate interest for typography, and little by little, via a number of office positions, I found myself doing graphic design part time while simultaneously working with customer service at Preem Petroleum, one of Sweden’s largest oil companies. Oddly enough, as large as the company is, it didn’t have any in-house marketing division until 1996 when I was hired along with one other artist. (Graphic design wasn’t really accepted as a profession in the Swedish industry world at the time, unless of course you worked for an ad agency. It’s improved since, but the situation still isn’t great, something that affects the freelance market.) I guess that’s where my ‘career’ as graphic designer began. I say ‘career’ because I still have a hard time seeing myself as a professional designer. It’s just something that I do. Like breathing.

I am self-taught, in graphics design. That may also have something to do with it.

3. What great design(s) have you seen recently that you love?

The latest design that made me stop and take notice – actually I oo’ed and laughed out loud the first time i saw it – is the Apple Macbook Air. It’s the only one that sticks in my mind right now. There’s the iPhone/iPod Touch as well of course, but the MacBook Air is the latest one.

4. Who/what are some of the biggest influences on your design work?

The single biggest influence? Pop culture, without a doubt. Record covers, T-shirts, posters. If I have to pick one, I’d say that the cover of David Bowie’s album “Low” from 1977 was one that really opened my eyes. Besides pop culture, I’m fairly heavily influnced by everyday items: street signs, billboards, food labels, things that we use and see all the time without really thinking too much about them. I think that one reason I’m influenced by these things is that they are usually type driven and, as I said, typography is my real passion in the area of design. I read a book, “Typically Typographic” by Swedish master typographer Bo Berndal, some time in the early 90′s, and it confirmed a number of things I thought I knew about letters and words and how they work. There are a couple of other books that have been important as well, but that one was essential to me.

(more…)

Three Year Olds Are Smart – Why?

Tuesday, June 17th, 2008

Why do birds fly? Why do I have to eat carrots? Why is the sky blue? Why do you drive a car? Why is that person a different color than I am? Why do I have to wear shoes? Why do I have to go to bed?

If you are the parent of a toddler or have a toddler in your life around the age of three, you probably hear “Why?”questions constantly. Kids ask a lot of questions. I have three kids and the third is 2 1/2 years old – just approaching this stage. I am reminded that toddlers are smart. Very smart. Why?

They are smart not because they ask “why” questions. After all, many people ask “why” questions. Toddlers are smart because when they ask “why” questions – they are trying to communicate – and have not yet developed sufficient skills to communicate without asking “why” questions. An answer to a “why” question from a toddler is met with a barrage of more “why” questions. It never stops. They want us to know that the conversations are interesting to them – they want to be heard and they want to listen. They often don’t really care that you answer the question – but they do care that you listen and they really care when you engage in a discussion with them.

For example, a question: “why is the sky blue” can be answered in different ways. One could say that it’s blue because that’s the way the sky looks during the day. Or, one could take an opportunity and talk about the sky being blue on sunny days, gray on overcast days, and gray/black at night when the sun is sleeping. And sometimes, it’s orange or pink.

This is an important lesson for all of us and one we should not forget, particularly when talking to other people, and for those of us running businesses – when talking with our customers (and our employees). We should never forget to ask why. If a customer (or employee) is unhappy and complains, asking a few “why” questions could uncover deeper problems than merely what appears to be the source for that unhappiness. When we answer questions, we should take the opportunity to explain, to probe further, and where possible, educate (if appropriate).

Our customers, employees and people around us want to know that we care and that we hear them.

We can learn a lot from toddlers.

Disruptive-sourcing

Thursday, June 12th, 2008

crowdSPRING is an unusual way of sourcing creative services. We are working to create a new model, one that seeks to deconstruct and disrupt the traditional process and showcase the talents of an under-served, underdog community of creatives. In addition to the many experienced, highly trained professionals that populate our site, we are proud that many of our users also come from non-traditional backgrounds: they are students, janitors, stay-home moms and dads, hobbyists, retirees. Just folks who have a creative urge and love to participate

Lots of other businesses and groups are popping up that also want to help these folks. There are tons of sites, user groups, and businesses devoted to featuring their own teams of non-traditionals. There are Mompreneurs, crowdpreneurs, meetup.com groups – all sorts of great ways to hook into this trend. Our new friend Shannon Davis has a great web-based business called Beyond Motherhood (www.beyondmotherhood.com). She is building a database of moms who are ready to get back in the work force on their own terms and allowing employers to leverage her users. Sweet.

Shannon provided this list of sites and user groups of others toiling to help their own under-served audiences:

  • http://biznik.com/
  • http://www.perfectbusiness.com
  • www.themompreneur.com (Canadian site…but I think they are looking to expand to the US)
  • meetup.com ( search for mompreneur and entrepreneur meetups and contact the organizers….ask them to mention your site as a resource to their members)
  • http://www.startupnation.com/
  • http://www.elientrepreneur.com/
  • tap into the numerous groups on ning.com ( mommy millionaire, entrepreneur groups, small business etc.)
  • https://www.ideacrossing.org/

Concept Copying – A Primer (Part 2 of 3)

Thursday, June 12th, 2008

In part 1 of our discussion about concept copying, we defined concept copying, and illustrated an example, from an Apple patent application.

Concept copying is a very important subject in the design community – both for professionals and non-professionals. After all, while it’s commonly accepted that all design is inspired by other design, mere copying is NOT inspiration. But it also should be said that not everything we create is unique. We are influenced by our culture, our history, and our environment. But there is a very clear difference between inspiration and influence, and outright stealing.

Let’s continue our discussion by looking at an example – the logo design for askville, a question and answer service from Amazon that was launched to compete with, among others, Google Answers.

Long before Amazon published the above design, another company, eventful (an events website), had already been publicly using, for some time, the following logotype:

Did the designer who created the askville logotype simply copy the eventful logotype? After all, both use arial rounded fonts, both use lowercase type, both use two identical colors, and both switch colors for each morpheme. [NOTE: the original logo for askville had the term "ask" in blue and "ville" in green].

There are differences – the eventful logotype uses more compact letter spacing and a brighter blue, as well as a darker green color. There is also Amazon’s branding on the askville logotype. Are those differences meaningful?

Could we agree on ANY of the following?

  • that the eventful logotype is the first ever to have each morpheme be a separate color
  • that the eventful logotype uses an original font.
  • that the eventful logotype is the first ever to use all lowercase type
  • that the eventful logotype is the first ever to use green and blue colors
  • that the eventful logotype is the first ever to switch colors for each morpheme

I believe that two people couldn’t agree on any of those things, because the eventful logo was NOT the first design ever to have those elements. And it’s perfectly plausible (but not very likely) that the designer of the askville logo had never seen the eventful logo.

What do you think? Is this a clear example of concept copying? Or does this example underscore the real complexity of concept copying?

More on this issue, and some suggestions, in part 3 (early next week).

A good Guy

Thursday, June 12th, 2008

While we can’t say that we know him personally, we do know this – Guy Kawasaki is a good guy and a friend of crowdSPRING. Or maybe a friend of a friend of crowdSPRING. Either way, Guy stuck up for us the other day and so we owe him one.

So, help us return the favor and go check out Guy’s Alltop badge project. He’s giving away 5 iPod Touches to the best entries for badges for his website. Not bad! And while we wished we could have twisted his arm into holding his project here on crowdSPRING, we still love his project and what he’s doing.

So, do us a favor by helping us do Guy a favor. Go check out his project and win yo-self and iPod Touch!

PS. Oh, and for those of you wondering who the heck Guy Kawasaki is – he’s only one of the original Apple marketing guys responsible for bringing us the Macintosh in 1984 (and he lead the software group that brought us MacWrite, MacPaint and MacDraw for all you old-timer designers out there), an author (of 8 books), a venture capitalist (Managing Director of Garage Technology Ventures), a world-renown speaker and a killer hockey player (sort of). So not a shabby guy to have on your client list!

Three Kinds of People

Thursday, June 12th, 2008

There are three kinds of people: Those who make things happen, those who watch things happen, and those who ask, “What happened?” – Casey Stengel

I emigrated to the United States in 1979 with my family (from the former Soviet Union). My father, 30 years old at the time, spoke only a few words of English. When he started to look for a job to support our family, he included the above quote in cover letters sent to potential employers. At the time (I was 9), I didn’t understand the quote. When I was a teenager, I thought it was corny. I get it now.

Most of us have become far too complacent, far too comfortable, and far too lazy to make things happen. We complain about our jobs. We complain about the industries we work in, as if we’re somehow the only people entitled to work in those industries. We complaint about the world. We complain about our sports teams. We complain about our spouses, our girlfriends, about our friends, about the store clerk, about our computers, about our clothing, about other people, about other countries, and about politicians. But mostly, we just complain. About everything. We don’t like the software we use, we don’t like our doctors, we don’t like our bosses, we don’t like the movies shown in theaters, we don’t like our shoes, we don’t like taxes, we don’t like high gasoline prices.

If we’re lucky, we watch things happen. We read about new inventions. We buy new gadgets. We watch other people become successful. We pass the time.

But – there are those who don’t simply watch and who have long ago recognized that they can either complain like everyone else or try to change the world (even if only a little bit). And you know what? We respect such people. We listen to them. We support them. And we recognize how special they are.

Susan B. Anthony was not content to simply watch when women were denied the right to vote in the United States. She fought for women to have those rights.

Nelson Mandela did much more than complain about apartheid in South Africa. He made the world take notice. He helped lead the transition to a multi-racial and democratic South Africa.

Barack Obama’s “Yes We Can” speech after the New Hampshire primary was notable for many things – but perhaps none more important than its main theme – stand up and take charge. Make things happen. And voters who previously were content only to watch did just that – they stood up and took charge.

How many of us have complained about the software we use every day? Most of us. We blame Microsoft. We blame Oracle. We blame everyone but ourselves. But there are some who’ve stood up and made things happen. 37signals was dissatisfied with existing project management, contact management, and group tools and made their own. Simple, thoughtful products that work well. We use them, as do over one million other people and businesses.

Linus Torvalds did more than complaint about the lack of a good operating system. He initiated the development of the Linux kernel.

We can’t all fight for the right to vote, fight to overturn a long history of apartheid, lead the ticket for a presidential election, or write software. But, we all have an opportunity, every single day, to decide what type of person we are, and what type of person we want to be. In everything we do. Let’s not waste that opportunity.

There are three kinds of people: Those who make things happen, those who watch things happen, and those who ask, “What happened?”

Which one are YOU?