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Off-the-Wall Ideas
Electronic texts Articles --The September 11th catastrophe has radically changed the public view of America, the government, the military, the police, and firemen. Now three months after that event, we still see flags flying everywhere. And while the marathon newscasts have ended, still everything having to do with the aftermath -- the War Against Terrorism -- gets lots of news coverage, and all of it very very positive. So why not take advantage of this popularity and media interest?
Think NASCAR. Imagine fighter planes, bombers, helicopters, and tanks decorated with the logos and messages of paying sponsors. Imagine such corporate symbols adorning the helmets and uniforms of the soldiers in the field. How fitting that the defenders of capitalist democracy should proudly sport the symbols of our economy and way of life. How fitting that advertisers should help pay for the current war and for our continued military readiness.
What do we have to lose?
Actually, problems could arise if the program were so successful that the war generated a profit, and the profits went to pay for much needed social programs as well as to reduce taxes. In that case, Congress and the President might find it very difficut to ever end the war.
Our latest addition is the World Literature CD, with 474 books, all in plain text (.txt, ASCII) format. The vast majority of these texts are in English translation; some are in the original languages; others are in both the original and English. Some of those in the original language the English alphabet without accents. Others include the accents of the original language, but using techniques that may not work with all software and all setups. (For instance, the accented Stendhal texts might be difficult to view on your system.) Whenever possible, we include both accented and unaccented versions. You can see the current contents of this CD at www.samizdat.com/worldlit.html
You can open these books by clicking on the titles in this index page with your Web browser or a recent Windows-based word processor. Click on a author for an index of just that author's work. Click on an individual work to see the full text. Click "Back" in your browser or word processor to return here. In cases of collections of stories or essays, the contents of that particular book may appear here as a bulleted unlinked list. Use the "find" function in your browser (under Edit/Find in both Netscape and IE) to find any word or phrase within a document (either here or in the books themselves).
Our American Literature CD currently contains 382 books. At a price of $29, that amounts to less than 8 cents per book. We will continue to add new books to this CD as they become available. You can see the current contents on the Web at www.samizdat.com/amlitcd.html.
Our Children's Books CD currently contains 201 books. At a price of $29, that amounts to about 15 cents per book. You can see the current contents on the Web at www.samizdat.com/childcd.html
Our British Literature CD currently contains 722 books. At a price of $29, that amounts to about 4 cents per book. You can see its current table of contents at www.samizdat.com/britlitcd.html
We are now assembling other CDs in this same format and at the same price for History/Science/Technology/Reference, etc. If you prefer, we can also provide books on demand by email or on 3-1/2" diskette, for $10 per diskette. Any of the books included on the CDs are available for that service. You can contact us at seltzer@samizdat.com
We will continuously add books to our CDs as they become available over the Internet. Our online table of contents pages will indicate the dates when particular new books are added. If you buy a CD at the retail price of $29, you have the right to buy an upgraded version of the same CD for just $10, a maximum of four times per year. The "upgraded" version will contain all the texts, not just the new ones. For a list of recent updates, see www.samizdat.com/cdupdate.html
With all the post-Sept. 11 focus on airport/airline security, it feels like airlines have forgotten what business they are in.
Their objective should be to enable people to travel long distances in the shortest possible time, at the lowest possible cost. Customers care about the total time -- from when they leave home/office to when they arrive at the final destination. Time spent in ground transport to and from the airport and time spent at the airport, and time spent on the runway are just as important as the time spent in the air. Likewise, travellers focus on the total cost of travel, not just on the price of the ticket. For business travellers, that cost includes the cost of ground transportation, and also the business cost of time in which no productive work can be done, and the time lost in recuperation at the destination because the trip left the traveller exhausted and stressed, and also the cost of accommodations when transportation schedules make it so they can't return or move on to their next stop on the same day.
If airlines are suffering today, it is not because people are afraid to travel. Rather, it is because the total cost of air travel in time and money has risen to the point where, in many instances, it no longer makes sense. So people find alternative means of transportation, or learn to interact online instead of always depending on face-to-face meetings, or they cancel the meeting because its potential value simply doesn't justify the cost.
Last issue, I suggested that an airline that handled people only and not luggage could be very attractive to business travellers. That approach would greatly reduce security risks and hence security-related delays. And it would also free up space and reduce weight, enabling an aircraft to use less fuel and/or to carry more people per flight (having redesigned the interior to take advantage of what used to be cargo space.)
Similarly, it would make sense for airports to have separate terminals for people and for goods. For instance, one terminal could handle cargo of all kinds, including traveler luggage. And another terminal could handle passengers only -- with no carry-ons. The most dangerous and hard-to-handle security situations appear to arise from the combination of passengers and luggage. Separating them and carrying them on separate planes should simplify matters, lowering costs and speeding the check-in process. NB -- one cargo plane (designed to handle cargo and only cargo) could carry the luggage associated with several different passenger flights. Passengers could have the option of picking up their luggage at the cargo terminal of the destination airport or (for a price) having it delivered to their hotel or residence.
If they followed this scheme, airlines could also make good use of the additional available space on their passenger flights -- not just to add more seats, but to organize the space available in ways that help business people be more productive -- enabling them to do their work and to meet with one another, or at the very least making the trip as comfortable as possible so they arrive rested, refreshed, and alert.
Likewise, the airlines could and should make close partnerships with ground transportation companies, to do everything possible to minimize the time wasted going to and from airports. Ideally, you should be able to catch a van at a downtown terminal. The van driver should be qualified and equipped (with wireless computer) to check passengers in, to label their luggage (for delivery to the cargo terminal), and deliver the people close to their departure gates, where they undergo a quick but thorough and effective security check of their persons (no luggage of any kind being allowed inside the passenger terminal). At the other end, vans should be waiting (for those willing to pay for this service) which deliver passengers to downtown terminals and/or destination hotels, where their luggage can later be delivered.
In other words, arilines, to stay in business, need to take responsibility for the whole job -- need to make the entire travel experience as quick, as inexpensive, as hassle-free, and as business-effective as possible.
Of course, not all travelers are business travelers. People going on vacation want to relax and enjoy. They want the trip to involve a minimum of hassle. They might prefer for their luggage to arrive well before they do, so they don't have to think about it. And they, also, may want to begin enjoying themselves right away, rather than waiting until they reach their destinations. For flights to places like Orlando and Carribean resorts, airlines could make travel itself vacation-like, with in-airport, and in-flight entertainment (not just movies). Passengers might want to book a particular flight not just for price and schedule, but for the unique experience that it provides.
Online stores should look at their businesses in the same way -- considering the total cost and the total time and the total shopping experience. The fact that the store ships the goods within 24 or 48 hours of placement of the order doesn't mean a thing to the customer. What matters is the time that passes before the goods arrive at their destination. Wishlists are great -- where friends and family can see what you'd like to get and when they buy something it gets removed from the list, eliminating the chance of duplication. But such lists would be far more effective if they were shared among many stores. Package tracking apps (at UPS and FedEx) are great; but it would be better (reducing anxiety) if the sender and (on request) the recipient received daily automatic email updates.
Basically, online stores need to remember that they aren't just in the
business of "selling" -- they are in the business of helping people find
what they want, make
purchase decisions, pay for the goods, and receive them. Sometimes
some people will windowshop one day, make up their mind another day, and
pay for the goods when their paycheck clears. Sometimes they want/need
the merchandise ASAP and would be happy to drive a few miles to pick it
up right away. Other times, the delivery date is not important to them.
Stores also could and should distinguish between business (no nonsense)
shoppers and social shoppers and strive to meet their very different needs
and preferences, and optimize the overall shopping experience for all.
Whatever your business, your goal must be to serve customers, meeting their needs and expectations -- not just to do the things that are easiest to do or most profitable. When you go out of business, you make no profit at all.
A couple months ago, I wrote about Yaga, a P2P startup that allowed you to share files with others -- not just music, like Napster, but all kinds of files. (see www.samizdat.com/yaga.html) At that time, they had just bought a micropayments company, MagnaCash, and were considering how they could create a "digital marketplace" where content providers could get paid for their text, music, video, and software files; and where users could readily find such files and get them for a reasonable price.
Now they have relaunched their fledgling company, based on new and intriguing business models that open new revenue opportunities for content-rich Web sites, which over the last year or two have been hard-hit by the demise of banner advertising.
It isn't often that a new company completely redesigns and redefines itself, just half a year after it started. And this one looks like a winner.
As Arnaud Fischer explained in a recent chat session (see www.samizdat.com/chat210.html for the transcript), "Yaga has experimented for many months, not only on the technology front, including Search and P2P file sharing, but also trying to understand where we could really contribute to content delivery, and provide a great experience for users."
They started with a form of peer-to-peer (P2P) file sharing, trying to understand how to increase efficiency of delivering content across a network. At the same time, they learned about what people want to download, and how they behave in such an environment. Now instead of that Napster-style file sharing, they ask content providers to upload files to the Yaga server. Members pay a $9.95/month subscription fee for the right to download as many files as they like, whenever they like. And content providers share a 30% royalty pool from the net subscription revenue, distributed based on the popularity of their respective files, less applicable bandwidth costs.
Many of these content providers are into music and video. But some, like me, have articles and books and would like to build an audience for these works and, at the same time, get paid for them. If you have an ebook, you might be much better off making it available this way through Yaga, than going to an ebook publisher, where you may well be asked to pay a fee to post you book on their site, and where you are likely to get nowhere near the number of readers that you will at Yaga.
With the recent demise of iSyndicate, the mammoth Web-based content syndication company, and also the flea-market-style content sharing for pennies at themestream.com and thevines.com, I'm very interested in testing out alternative ways of getting paid for my content. At this point, it's hard to tell what the Yaga pay out will amount to for files like mine. That will depend on the number of subscribers and the number of content providers and how often users come to my files -- and I have no idea at all yet what any of those numbers will be. But Yaga does have a special introductory offer, "guaranteeing a minimum $100,000 payout each month, for October to December 2001."
Soon they plan to once again add P2P sharing to their model. Many, but not all, files should be available on the systems of the content providers and also on systems of members/users. End users will be able to earn credits for sharing with other users content that they have downloaded, thus decreasing bandwidth costs and improving download speed for everyone. This approach will take advantage of technological advances that Yaga introduced in its first P2P manifestation. If your connection is faster than the PCs that are serving up the files you want, Yaga will connect you to several at the same time, taking different pieces of identical files from different sources and automatically patching them all together.
The MagnaCash technology helps economically keep track of all the credits for users who make their systems available for P2P sharing and also for the content providers who own the files.
They recently licensed AltaVista's search technology to make it easy to find files across the Yaga network. And they use in-house technology for security such as file fingerprinting to make sure that content is legal.
As a next stage of development, Arnaud says that Yaga is considering pay-per-download models, which might be more attractive for some content providers. He compares this business model to that of cable companies, which have a basic service (in this case, many files available on an unmetered, unlimited basis for a monthly subscription fee) and also "premium channels" (in this case, perhaps special content collections, accessible for an additional fee) and also pay-per-view (in this case, special, current, high quality content, for sale on a pay-per-download basis.)
Yaga is also now launching a "bulk publishing" model known as Yaga Access. Content providers with many files or frequently make changes to their files and add new files need not upload each of these by hand to the Yaga server, and need not keep coming back to upload new versions. Instead, joining a special program, they can keep the files on their own server, but in a password-protected area set aside for Yaga members -- behind a "subscription wall". Yaga members can download these files, just as they can the files stored on Yaga's server. And the content provider gets paid a portion of the subscription revenue, just like those who upload their files to Yaga.
This model seems like a natural for newspapers. They could make their current articles available for free and put their complete archives in a Yaga area. Then, without having to pay to develop and maintain their own content payment/subscription system, they can piggy-back on Yaga's system. Their revenue isn't likely to be great, at least at first, but their costs are likely to be far lower.
In cases like that and also for ebook publishers, Yaga could and should take advantage of the AltaVista search technology that they have licensed. For now, they only use that search engine to check through the info in their directory -- with the few sentences that content providers enter with each of their uploads. But the raw power of AltaVista can index the full text of documents, not just descriptions or summaries or key words. In that case users would be able to search by phrases and by entering numerous search terms and could get very precise results. Also, Version 3.0 of the AltaVista search product can handle over 200 file types, including .pdf files -- far more than the public AltaVista site. That capability could make it far easier for Yaga users/members to find the text files and books that they want to download. And with multiple crawls through the network each day, the content of the Yaga index could be much more current that what you get at public search engines, which typically take 4-8 weeks to update their indexes.
PS -- I posted about 150 articles of mine at Yaga. These were all articles that are available for free from my Web site www.samizdat.com My payment for downloads of these articles in Oct. amount to over $800.
After experimenting for a couple weeks with speech recognition software for the PC (not the Mac) -- Dragon's Naturally Speaking 5 Essentials -- I held a chat session with Bill De Stefanis, the VP of product development at Lernout*Hauspie, the company that bought Dragon.
This isn't a limited-vocabulary speech recognition product -- like a video game that recognize a couple dozen verbal command. Rather it is intended to recognize anything that you would normally say in English. To make that possible, you must "train" the software to understand your voice. The more time you spend training, the more accurate the results. You can store multiple speech profiles -- for different members of your family or for your own voice input by different types of microphone, or recorded in different environments. But it can't handle more than one profile at a time, which means that the base product works well for personal dictation, but you wouldn't want to use it to transcribe conversations with more than one person talking.
When you make corrections (command = Correct that), you can also go into training mode to teach the software particular expressions that you use often -- and how to spell them (e.g., the name of your company). The more often you do that, the better the results. Once it is well trained, you really can speak at a normal pace -- which is faster than typing.
Bill says that the typical training time is about 20 minutes. In addition to reading preselected texts into your microphone, you can also have the program scan some of your own Word documents and email messages or you can read those documents into your mic to extend the software's vocabulary and to help it understand your writing style -- how you combine words and phrases.
You can use this software to input text into most Windows applications -- including chat programs. Once you launch Dragon and turn on its microphone, your voice input becomes text output in whatever application you currently have active.
I use the software in mixed mode -- talking, typing, and clicking. I use voice for the main input, and keyboard and mouse to make corrections and edits. You can also edit by voice, if you like. There's a wide range of voice commands that let you move the cursor, select text, capitalize, delete, etc. You can even launch new applications, like the Internet Explorer browser, by voice.
In addition to the command control, Bill notes, Dragon Naturally Speaking can be scripted or programmed to perform automated tasks such as filling out forms and working with structured documents.
As Bill explains, Naturally Speaking comes in many "flavors." Essentials
is the entry-level product, that gives you a chance to experiment with
this new capability.
I got my Essentials for under $50 from Broderbund (the company that
sells Dragon consumer products). That includes a great high-quality microphone.
A significantly better version (Preferred) now sells for $179.99. And Version
6, due out soon, has the ability to ignore common extraneous sounds like
"ahhs" and "umms."
The minimum system requirements for Dragon Naturally Speaking are: a Pentium II processor, and 64 MB of RAM. Hard disk requirements vary from a minimum of about 110 MB up to about 300 MB.
In addition, they have a product called MediaIndexer that can index an audio or video recording and allow you to search for words and phrases against multiple video or audio streams.
As an example of how well speech recognition can work, go to www.lhsl.com (their Web site). Under About, go to their contact information. Give them a phone call. One of the first options is to go to their directory. There you simple state the name of the person you want to speak to and the system rings their line. It's very slick. And the voice that speaks back at you, repeating the name that you spoke, sounds natural, not machine-like.
I'd like to experiment with Naturally Speaking for writing -- fiction
and articles. I need to do some more training though to reduce the number
of errors. Think of this like scanning -- you always need to proofread
text that you've scanned -- only this
is more like dealing with an early generation scanner when errors were
more common.
Speech recognition could be a godsend for someone with carpal tunnel syndrome or arthritis, also for slow typers, also allowing handsfree use of the computer when you have to do many things at the same time.
Bill adds that most of business applications for speech recognition have to do with large volumes of text creation. It is faster to talk than to type. Hence, speech recognition can increase productivity in legal departments, government agencies, in various medical and General business practices that do lots of document creation.
Meanwhile, telephone recognition (input by telephone instead of by microphone) has made great strides the last several years, adds Bill. They have developed a product specifically for medical transcription, where the vocabulary is limited and known.
To see more examples, check the value added reseller (VAR) section of their Web site.
Currently, the biggest research tasks involve making speech recognition more natural, for instance adding automatic punctuation, speaker independence with no need for training, and handling multi-voice conversation.
Go to www.quicktopic.com There you have two choices -- Start a Topic or Start a Document Review. If you choose "Topic", you create a forum-style discussion, on free, hosted space. If you choose "Document Review", you'll find yourself in a new kind of information space, where it is very easy to share your thoughts with authors and with other readers.
As explained at the site, "Quick Doc Review (SM) gives you an instant private space for gathering comments on any HTML document (Microsoft Word documents too). Your group can comment on each paragraph, using Quick Topic's easy private forum. Comments are all in one central place -- no more mailing documents around and consolidating feedback. And it's private, but still easy to access. You can start your document review in about one minute. It's even easier for your readers -- they don't have to register or sign in."
In default mode, your document has "comment dots" in front of each paragraph. Click on a dot and you can add your comments right there, or view the comments that others have submitted about that paragraph. You also can submit general comments that apply to the entire document.
To convert a document to this format and make it available on the Web, you just follow the online instructions and upload any document in HTML format that's less than 1 Mbyte. To comment on a document, you just go to that document's URL with your browser, click on the paragraph that you want to respond to, and enter your text. To receive comments to a particular document by email (either whenever posted or all ganged together as a single message sent to you once a day), click on Comment Forum, then choose to "subscribe".
There is no central index of such documents -- people will only know that yours is there if you give them the URL. And, apparently, many people use this application in private mode -- posting a document and then only giving the URL to the handful of people that are involved in writing and approving it.
This tool is very easy both for authors and readers/commenters, helping them to interact effectively, and, with a minimum of hassle, arrive at a consensus regarding the text in question. In that mode, this software is "groupware" -- a tool to help teams/small groups work together. Then the document with all its comments is just an intermediate stage of your joint collaborative work. Once you've decided on your final text, you can simply delete this collaborative version, if you like.
But I'm more tempted by the possible public uses of this tool. I have articles at my site where I invite reader reaction by email and, with permission, convert the best responses to HTML and post them with the article. For examples, see "Why Bother to Save Halloween" http://www.samizdat.com/hallow.html, "DEC, not Digital -- doing the right thing An experiment in human engineering" http://www.samizdat.com/dec.html, and the "Internet Business Group Alumni Page" at http://www.samizdat.com/ibg.html. Six months ago, I tried to encourage readers of those pages to post their comments in forum space that I had set up using SiteScape Forum as a platform, in an area intended for discussions related to my forthcoming book from Wiley -- Web Business Boot Camp. You can see that attempt at http://www.webworkzone.com/bootcamp Unfortunately, I've had very few takers so far -- plain old email worked better, even though I ended up with the time-consuming work of converting and posting the replies I got.
Now I'm testing Quick Topic Document Review, and hoping that it will generate more feedback and interaction related to key articles I have at my site. Go to my home page http://www.samizdat.com and scroll down to "Seminal Articles in a Variety of Formats" or go straight to http://www.samizdat.com/#seminal Each of those articles has a Quick Topic link which takes you to the Document Review version, where you can leave your comments. I'm hoping that visitors will dive in and contribute and each of these articles could become the centerpiece for a content-oriented, online, community-style discussion. Ideally, over time, the responses could become more useful, interesting, and informative than the original articles, with the Quick Topic approach making it easy and fun to participate.
Similarly, Quick Topic Document Review would be a natural for distance education -- providing students with opportunities to ask questions and comment on their reading assignments or the teacher's or on one another's papers.
I'm also testing this approach for getting feedback to fiction. Unless
you are well-known, it is very difficult to get people to read your work
and react to it; but that is the best way to learn and improve; and it's
also a reward -- writers thrive on audience response. So I've posted Quick
Topic Document Review versions of several novels which I have posted at
my site: Orestes in Progress http://www.samizdat.com/micah/orestes.html
and A View of Toledo
http://www.samizdat.com/micah/toledo.html,
both by Roberta Kalechofsky, a little-known but accomplished novelist who
deserves a wide audience; and also several works by my son, Michael Seltzer,
an undergraduate at Northeastern -- The Eyes of a Child http://www.samizdat.com/eyes.html,
Life http://www.samizdat.com/life.html,
and Behind Locked Windows http://www.samizdat.com/window1.html
I'll be very interested to see if people comment, and if they do, the quality
of their responses. I believe that this format has great potential for
making reading a more interactive process -- benefiting both authors and
readers. But will people use it, use it often, and use it well?
Yesterday, I was walking past our neighborhood video store (a West Coast Video) with my 12-year-old son, Tim. We had returned a game there the day before. Now, with no warning, the place was closed -- the windows were covered with brown paper and a sign indicated that the building was up for rent.
Tim asked what had happened, why had they gone out of business?
I pointed out that they rented and sold the very same videotapes and videogames as several other nearby stores. We went to them mainly because they were the closest. But there really wasn't much else to distinguish this West Coast from the Hollywood Video across the street or the Blockbuster a couple miles away. We might "miss" this particular store; but its passing wouldn't have any effect on our overall rentals -- we'd just rent more at the remaining stores.
Yes, they had special deals like rent-two-for-the-price-of-one on Tuesdays, kid rentals were just $1; and for every 10 you rented there, you got a free rental. But the other stores had deals too. Yes, a deal might encourage you to go to this store on a Tuesday, but having once gone there, there was no special reason for coming back instead of going to a different store. In fact, if you wanted to, you could hop from one store to another, taking advantage of each store's specials when they were on, but not giving any of them the repeat business they wanted and needed. Price-related specials wouldn't win them a loyal audience; it would simply reduce their profits.
Then Tim asked what they could have done that would have helped them
survive. We speculated a bit:
-- Have game systems available for customers to try out games they
might want to rent.
-- Instead of the overhead monitors running the movies that the staff
felt like watching, have VCRs and DVD players available for customers to
sample movies.
-- Pick one kind of movie (in addition to the latest releases) and
build a great/complete collection, so, regardless of how small the store
might be physically, it has the very best selection anywhere around of
that particular kind of movie.
-- Put their inventory on the Web, so people could check which movies
the store stocks and which ones are available now before leaving home.
-- Give in-store customers ready/handy access to that same Web resource.
-- Allow regular customers ("members") to reserve the movies they want
(held for them for 6 hours, 12 hours, maybe even a day).
-- Allow "members" to request email alerts and even automatic reservations
for when a movie they want is returned and available.
-- Allow "members" to custom-order movies that the store does not currently
stock, for purchase and/or for rental.
-- Give "members" a first shot at the latest releases that they have
reserved in advance.
-- Set up movie and game "clubs", like the reading clubs run by libraries;
everyone watches the same movie or plays the same game and gets together
to talk about it, either physically at the store or online or both (with
the folks in the store seeing/hearing the online input, and the folks online
seeing/hearing the face-to-face input).
-- Have guest speakers (like some bookstore chains do): game designers
and people connected with movies (not necessarily "stars"; this could include
behind the scenes and business people, such as the key grip and the publicist
and the makeup person), both face-to-face and live over the Internet.
In general, give customers many reasons to come back, to want to be "members", to build loyalty and a sense of community.
While the particulars would differ from one kind of business to another, all retail businesses, both online and physical, and especially those that sell/rent mass-produced brand merchandise, need to come up with features and activities like these, designed to empower customers to make better choices, to serve them better, to give them ways to interact with other customers who have similar interests, to give them new kinds of value in ways that they may have never expected.
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