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Fear: a hat tip to 37 Signals

Stick Figure in Peril

Another brilliant post at Signal vs. Noise…this one on fear and scaling…

The flip-side is that you need to recognize genuine threats — even if they’re “boring� issues. Things like these are a lot more likely to actually cripple your chances of success:Taking forever to launch
Running out of money
Not solving a real problem
Designing a confusing UI
Obsessing over the wrong things
Trying to do too much at once

Never ignore real here-and-now threats in order to focus on maybe-in-the-future threats.

It’s the kind of thing we are trying to teach with our Embrace the Chaos theory with our clients. We’ve watched so many startups spend so much time, energy and money on preparing for the MySpace-like onslaught of users. Having so many people loving your product that you had to start worrying about scaling would probably be a good problem to have, methinks.

I also think that if you think you think you need to scale before you put time and money and effort into making your product delightful and amazing, you really needn’t…

We could give a darn

We were asked the other day what happens if our clients’ Investors don’t like our open source and transparent approach to community.

We replied: “They don’t hire us to be concerned about the investors, they hire us to be concerned about the community.”

Same goes for all of the other aspects of the business. We are here to connect our clients with their community and help them focus on being part of that community and serving it the best they can serve it. Period. We believe that, in the long term, that will be the best strategy for their business. We aren’t going to waste our time being concerned about that other stuff. The community bit keeps us pretty busy.

Everyone needs a chandelier for their conference room

Conversation Room Centerpiece

To go along with Citizen Agency’s emerging French classic (colonial?) brand, we purchased this chandelier to become the centerpiece for our soon-to-be-complete ‘Conversation Room’ in the Citizen Agency/Coworking South Park offices.

Our new landlord is totally rockin’. The building is being slowly renovated, so we get to personalize our office. With the help of our good friend and co-tenant, Ivan Storck, we are making the office, not only gorgeous, but GREEN! We are getting bamboo floors laid (by far the most sustainable man-laid flooring, because it takes merely a year to grow this strong, beautiful material), we are painting the walls a light, olive green and our ceilings a deep slate grey. We will be recovering and reusing as many pieces of furniture possible.

Our conversation room, we’ve decided, will be sans conference table. We want anyone participating to be able to walk across the room easily to present, write on that white board, etc…mobile chairs and small tables will replace the heavy conference table obstruction that separates people to allow as much collaboration as possible (whilst small moveable surfaces still allow for laptops and note taking). Gone are the days of the head of the conference table. This is a Starfish organization.

Ben has made some amazing cost-cutting (as well as aesthetically brilliant) suggestions, such as:

  • Purchasing large sheets of glass with drill holes to paint the back of an mount in lieu of buying white boards…these will not only be less expensive, but less intrusive and far more beautiful, we think.
  • Making our desks ourselves out of either recycled doors or inexpensive sheets of wood, fastening simple chrome legs. We can, then, match the color of the ceiling to the color of the simple desks.

We have an initial budget of $1500. Seeing that the lighting costs were $800 (we took responsibility for all of the fixtures themselves, though the landlord is paying for the wiring and install), we have to really tighten our budget for the furniture (which includes 8 desks…people have their own favourite chairs to bring…I like sitting on a yoga ball). The ‘Conversation Room’ chairs and tables as well as the relaxation area sofa, bookshelves and chairs will have to wait a few months…we want to find the right pieces anyway and that takes time.

Yes…the chandelier, even at the great deal we got it at (Froogle listed it as $600…so we saved 50%), was a splurge…but what a splurge! She is over 4 feet tall and 40 inches wide. We think a grand Baton Rouge chandelier is guaranteed to incite great thinking.

It looks like November 1 will be the move in date. The space is 1350 ft2, has a sound separated conversation room (with large windows to keep the space opened up), 12 ft ceilings, in a great location (halfway between OSAF and Ruby Red Labs) and totally open to people dropping by. The permanent desks are all filled, but we will have at least 2-3 open desks, plus the relaxation area (when we can afford the sofa and chairs) and the conversation room for people to drop in and collaborate with us.

If nothing else, you’ll want to come for that chandelier. ;)

Developer Networks: Just how sweaty are you getting?

“Developers, developers, developers, developers, developers, developers, developers, developers, developers, developers, developers, developers, developers, developers…”

Steve Ballmer

That’s what a passionate (and somewhat sweaty) Microsoft CEO Steve Ballmer famously chanted (video) some years ago at a conference - proclaiming Microsoft’s love and respect of it’s developer base.

As an operating system vendor, Microsoft has always been keen to support the very developers who add value to their platform - those who make the desktop applications that enable Windows to perform the functionality Microsoft’s customers demand.

Of course, that video was filmed some years ago and we’re now in an age where “the web is the platform” , to quote Tim O’Reilly.

Those running websites today (not to mention VoIP services, hardware manufactures…) are realizing the importance of empowering developers in the community (aka Mashup Space) through the operation of a developer network around their service or content proposition.

Essentially developer networks provide everything developers need to access the ‘core’ of your platform - be it APIs/feeds, documentation, community support and perhaps most importantly of all, encouragement.

There are many reasons why you might want to deploy a developer network, but the primary reasons are:

  • Innovation
  • Increase revenue
  • Marketing
  • Identify talent
  • Ubiquity

Innovation
Is there was an amazing alternative use for your technology or service that you didn’t even know about? By running a developer network you’re empowering the community highlight new possibilities that you had never thought of.

Or maybe there are other niche opportunities that simply fall outside your business plan - why not allow others to explore those possibilities and potentially work with you in the future to see them through?

Having a number of innovative and experimental projects that are dependent on your API is a sign of a very healthy service. What you do with this opportunity is up to you - bounce new ideas of them and test new features on them, facilitate them to go commercial with a revenue share or even buy the technology to bring it in-house (pre-designed, pre-built, pre-tested). It’s up to you — but they’re all opportunities that wouldn’t exist without a developer network.

Increase revenue
Do you have a killer service that you’re currently only able to monetize via page ads? It’s a common problem - the serving of webpages effectively becomes the ‘DRM’ of your service and the only way to make the VC’s happy with a source of revenue.

But it doesn’t have to be that way - if your service really is that good, would others pay a small premium to use it in their own applications and project? An ideal solution is to let the community develop small-scale new uses for your service and then work with successful examples to help them go commercial. By then they’ll have a successful model they have raise funding for (or just be confident of a return) and will be better placed to pay for full commercial access to your service API.

Marketing
You can only spend so much time, energy and resource promoting your website/service. By encouraging developers to incorporate your service into their own projects you are letting them spread the word on your behalf. But we’re not just talking about a token reference to your service on their site - if the end-users of those websites have a positive experience they’re going to be particularly interested to find out what else your core service can do.

Identify talent
Are you on the look out for new developers? Even if you aren’t right now, what about when you’re company needs to scale after that next round of funding? Spotting developers who have created something amazing with your product beats any job interview process I know of. And if they’ve had the passion and fire in their belly to do so in their own spare time, think of how fired up they’ll be when you’re actually paying them!

Ubiquity
Want to find the ultimate differential between your product and those of your competitors? What about ubiquity? What if your users could find it on any page on the Internet and not just yours?

Google Maps is a great example of this - how may times have you used a Google Map on a non-Google site such as HousingMaps.com? Chances are you first encountered Google’s mapping property on a third-party site too. (by the way, check out the story behind HousingMaps.com on Wired).

Most commentators would agree that the reputation of Google’s maps has been bolstered over that of it’s competitors by people’s continued exposure to it across the Internet - and as such they go off to Google Maps when they need to find the correct directions to Albuquerque. Google Maps has effectively become ‘the Intel Inside’ for web-based mapping.

“But my site already has an API. And RSS feeds too”.

Great! But does it look like you are actively supporting and encouraging the developer community to actually use them, or do they just come across as an ‘after thought‘, linked to at the bottom of your pages?

How do potential developers know what the terms of use are, and what the deal is if they want to go commercial? And how do they find other developers to swap ideas with and collaborate on bigger projects? Did I mention documentation?

By putting all of the ‘techie stuff’ in one place you are not only making it easy for the developer community to find everything they need, you are ensuring the rest of your proposition remains focused on the primary ‘non-techie’ audience.

And now for a word from our sponsors…

We don’t want this to be a sales pitch, and genuinely hope the information above is of value on its own. However, we hope you don’t mind us mentioning that Citizen Agency helps both start-ups and established companies not only create developer networks but also design API sets, explore revenue opportunities and produce complete strategies to ensure their benefit is fully capitalised inside the business.

Not only that, we reckon we’re the first and only specialist developer network consultancy - with people who have proven track records creating such networks for big names such as the BBC and Firefox. That’s in addition to our firm commitment to community-focused strategies - regardless of whether your audience is developers, other businesses or Mom and Pop at home.

Developer networks have moved on since Steve Ballmer’s days where you were only welcome if you could afford $1000’s for MSDN licences.

If the ‘web is the new platform’, then the developer community is your new R&D division, marketing team, recruitment pool and business development department rolled into one.

We think every new website should have a developer network. Please feel free to contact us if you would like to find out more about how we might be able to help you create one. Antiperspirant supplied at no extra charge.

Further reading:

PS: If you thought Steve Ballmer’s ‘Developers, developers, developers…’ video was funny, check out the remix.

Make something worth talking about

Kate* writes:

So, our real job as marketers is to ensure that we’ve made something worth talking about. And so begins the dance between product management and product marketing (steps I’m learning to do). Marketers need to understand our products more than ever, but more importantly, we need to understand our customer and what they need.

That is why Citizen Agency works on 3 angles of community building:

  1. PRODUCT (the only thing we can control)
  2. ENVIRONMENT (we can’t control it, but we can be aware of it)
  3. COMMUNITY (once again, not to be controlled, but be part of and understand - like Kate says, “…we need to understand our customer and what they need.”)

I get a little frustrated when clients say to me, “So, when do we start marketing?” when we’ve spent weeks going over the product and haven’t seen much change and gathering feedback and relaying it.

I can create a ‘Marketing Plan’, yes…but it is a waste of time if #1, #2 and #3 are being ignored.

One of our clients who is excellent at understanding #1, 2 and 3 is Ma.gnolia. In fact, I said to Larry, “Let’s work on a marketing plan,” and he said to me, “I don’t think we are quite ready.” Wow. Today, I said to him, “We really appreciate how quickly you implement our suggestions,” to which he replied, “Why would I pay you to consult us, if we weren’t going to listen.” Double wow. (Chris is actually working on a summary of all of the awesome things Ma.gnolia has implemented in a short 2 month period - they have a 3 person team that is in two different locations and are the most fabulous example of agile we’ve seen)
Really, we have some pretty darned great clients. ;)

Still, our bias aside, that is the number one thing we teach our clients and the number one hardest lesson to learn. Why? Because “making something worth talking about” is hard. It is hard to conceptualize. It is hard to predict. And it is really hard to implement.

Even so, we have a few ways to help make it easier that we work on with our clients:

  1. Be part of the community you serve. Really. If you aren’t, you are very likely to miss your mark. The question isn’t why you would do this, it is why not?
  2. Talk to the people who use your service today. If you are live and have a community forming, definitely listen up. People are more than happy to provide feedback if asked (by a human…not a script or a popup). Even better…we were chatting with the folks at Compumentor this morning and they were saying that they do feedback surveys constantly…and what they found was that what people say and what they do is very different. For instance, their consituents say they aren’t interested in Web 2.0 as a topic, but tend to download mostly Web 2.0 articles. So listen with your stats and with your participation as well.
  3. If you are thinking about serving a specific community, do your homework. Talk to people. Participate. Find out what real needs are. See if you can recruit some friends from that community to give you feedback into early versions of what you are working on.
  4. If you are doing all of the above and people aren’t talking about it, go back to steps 1, 2 and 3. And when I say, ‘talking about it’ (and I’m sure Kate would agree), I mean actually using your service, finding it useful, loving it, recommending it to their friends, etc. If there is one thing we’ve seen during ‘Web 2.0′ is the echo chamber talking about certain products…which doesn’t convert into regular users. What does that mean? Well, um, implementation is 9/10ths of the law. Something can sound really cool, but it turns out it totally isn’t.
  5. If you are getting pickup somewhere unexpected, move there. Another thing it can mean is that, well, the market is all wrong. I was actually talking to Keith Teare at Edgeio the other night who told me that Edgeio was booming with over 1.2 million listings! Huh? I asked, I haven’t seen it on any blogs. That’s when Keith floored me, “You are right! We had our market totally wrong! We were going for bloggers, but then we saw that realtors, recruiters and merchants - without blogs - were picking it up in droves.” And you know what? They switched their focus and strategy. Brilliant.

The first three are homework…the last two are about paving cowpaths. It isn’t simple and it isn’t a “5 steps to success” process (although I number things to make it palitable). It is tough work and you have to listen and learn along the way.

So, yes. Make something worth talking about and make it for someone who wants it. Thanks for the tip, Kate!

[*I finally got to meet Kate at FoWA...sorry we didn't get to chat longer!]

Seth is starting to get it

Don’t Ask Me About My Business Model

Seth Godin makes some pretty good observations, including:

…the more I think about it, the more it seems that pioneers are almost never in it for the money. The smart ones figure out how to take a remarkable innovation and turn it into a living (or a bigger than big payout) but not the other way around. I think the reason is pretty obvious: when you try to make a profit from your innovation, you stop innovating too soon. You take the short payout because it’s too hard to stick around for the later one.

It’s funny, because we’re also not really in it for the money. Or, at least, in our experience, the things that interest us most or are the most interesting often don’t have much at all to do with money. Indeed, money can lead to distraction, to unbalanced priorities and to short-sighted behavior. It’s always nice to have money to support yourself and the people you care about; and it’s of course necessary to feed yourself (since that whole hunter-gathering thing has kind of become illegal) but really, when it comes down to it, we work for creativity, to feed our intellectual curiosities, to connect with other people and to make a difference in the community that we live.

This is the example that we choose to set for ourselves and somehow, yes, as Seth points out, we’ll figure out some way to sustain ourselves doing it.

Spent the day with some Aussies

Had a vigorous brainstorming day with the brilliant team of one of our fabulous clients, Tangler, today. What were we brainstorming? Well, we were trying to decide exactly where to pinpoint the entrypoint to a long journey ahead. :)

I know. I know. Secretive sounding. But we are excited about this smart team and where they are going. We need to introduce them to some of our other brilliant clients, too. (which we’ll be talking about here shortly) We believe that the key to building the future resides in collaborating. Y’know…that non-zero-sum game I keep blabbing about.
Stay tuned…

No Adversaries Here

Evening out our differences...on FlickrThe reason I dislike the term ‘users’ or ‘consumers’ is that both terms denote an adversarial relationship with one’s community. As in, “I produce and you consume” or as in “I give and you use”. I much prefer the use of the term community member or even a customer. Neither feel adversarial. Instead, it feels more peerlike and friendly.
The same goes for the way we approach our clients. We don’t view our clients as consumers of our services. We work with our clients in an open an honest way. Sometimes we are harsh, but only because we want to see each and every one of them succeed. We are honest with each one of them as to how we are communicating what they do. We won’t sugar coat it.
I had a discussion with someone the other day about old fashioned client/agency relationships. I remember the head of a former ad agency I worked at saying during a meeting, “I’d like to tell those people that every time I even think about them and their stupid product…even if I’m in the bathroom…I’m charging for my time.”

I remember thinking how unhealthy that is. That we are all business owners who want to succeed. Was the agency I worked for built on commoditizing our time instead of working together to mutually succeed?

We know that our reputation in the years to come is going to depend on word of mouth. We certainly don’t want to build walls between us and our clients. Teamwork is what our goal is. We took on every one of our clients because we care about them as people and want to see them succeed and/or we think what they are offering as a product is important. We don’t care if they are the ‘next big thing’ (although we’re rooting for every one of them). We certainly want to help them build their business to be as successful as possible.

We don’t charge ‘by the hour’ partially for this reason. We estimate, with our clients, the amount of time we collectively think they’ll need from us each week and then, based on an hourly calculation (which comes from both a consultancy standard in the area as well as a cost of business calculation), come up with a retainer. Based on business thus far, it’s been pretty bang-on and nobody has felt ripped off…although we’d hope that it would be addressed instantly if it ever came up.

We want our clients to feel they are providing and getting value out of the relationship and we want to feel like we are providing and getting value out of the relationship. You want more time? Let’s talk. You don’t think you need as much help? Sure, let’s adjust that retainer.

We’ll be talking openly over the next while about how we are working with specific clients…who are good with this approach. We work with smart people, with tonnes of passion and loads of heart. We are proud of what they are achieving and how we can help them.

And we are committed to the bottom line belief that: If we don’t think we are offering you any value, we will be the first to end the relationship. Like a friendship, we base our client relationships on trust and mutual respect. And we expect the same between our clients and their community.

There are no adversaries here. No us vs. them. There may be misunderstandings, disagreements, even all-out yelling matches. But in the end, we trust that our approach will build stronger, long term relationships and much more successful outcomes for both sides.

What’s your business model?

[from Flickr]

The other day, someone asked Chris, “So, what’s your business model?” Chris looked at him in disbelief and answered, “It’s this strange fangled new thing called consulting. You see, people hire us to spend time on their marketing and product design and then we bill them and they pay us.”

Crazy. The valley is b0rked.

The Trap of Being Nice

Chris and I both have an issue: We are nice.

We don’t want to disappoint anyone.

My biggest issue: I can’t say no. I mentioned before that we are all filled up client-wise. We are, at this time, working flat-out for the clients we have. Anything else could compromise that or our own sanity. However, I’m having such a difficult time saying no to people approaching us. I try, then I concede. I think, “Gosh, that sounds like a great project. And they have so much passion. I wish we could help. Maybe…” And I end up wasting our time and theirs because we know we can’t do the work right now.

Our other issue: charging people. I know. It’s the basis of business. Tonight I scolded Chris for offering to discount our regular hourly rate because it seemed like a ‘quickie, simple job’. We have to keep reminding ourselves that our time is our time and, being very very sandalstrapped, we need to charge a set rate (and we’ve been told by our business advisor it is actually too low, but we are starting there to be accessible to startups). It isn’t just the work we are charging for. It is a long term business that will thrive and continue to serve clients. The eventual developers network. The dream of the Citizen network. The possiblity of creating a fund for open source projects. Etc. etc.

So…going forward it isn’t that we won’t be nice…it’s that we need to think like business people. We are, after all, running one of those. ;)