Hacking with wget

I frequently find myself wanting to look at a few web pages while I’m w/o Net access, for example, when I’m on a plane. I’m heading out on a three-day trip tomorrow and so I quickly hacked together a tool I can use in situations like this using wget and ActiveWords.

I designated a folder where web site downloads will go. I wrote a simple batch command to invoke wget with the right parameter to download a URL and the pages immediately associated with it into that folder. Then I created a simple ActiveWord command to launch the batch file and pass it a URL parameter.

The batch file is called wget_page.bat.

cd "C:\Documents and Settings\ssimeonov\My Documents\spider_downloads"
c:\dev\bin\wget\wget --recursive --level=1 --page-requisites --convert-links --html-extension %1

I called my ActiveWords command wget. Create a new script command and add the code below to it.

<WORKPAD><LT>"c:\dev\bin\wget_page.bat" <INPUTBOX><GT><CTRL>s</CTRL>

Instead of ActiveWords, you can use Launchy to kick off the batch file. You will also have to tweak the code to add your own paths, etc.

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How to Add a 20x Zoom to Your iPhone or Blackberry

Jason and I had a Plinky working session earlier which was briefly interrupted by our attempts to take a picture of Lady Liberty through the eyepiece of the Celestron Ultima 80 spotting scope in my room.

Jason got a good shot with his iPhone.

I got a decent shot with my Blackberry. I have a larger image because I used the digital zoom feature of my Curve.

 

The pictures were taken from room 1221 at the Ritz Carlton @ Battery Park.

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Measuring Conversational Media

Many panels at the conferences I go to end up being drab affairs with softball questions, way too much agreement and way too little insight. Which why I was pleasantly surprised by the Measuring Conversational Media panel at the conversational marketing summit yesterday. The panelists were:

  • James Lamberti, SVP, Search & Technology, comScore
  • Steve Rubel, SVP & Director of Insights, Edelman Digital
  • Don Springer, President & CEO, Collective Intellect

Debra Aho Williamson from eMarketer, who was the moderator, didn’t have to ask too many hard questions as the panelists were more than happy to disagree with each other. There were three key issues:

  • The difference between measurement and insight
  • Approaches to measurement
  • The role of standards

“Measurement doesn’t necessarily lead to insight” was a point Steve Rubel made a few times. He was implying that much of the new-fangled data collection and measurement focused on social & conversational media brought little value and insight to brand marketers. That may be true in general but in fast-changing environments it is rather difficult to say a priori what data one must collect and what analysis one must perform to achieve insight. Insight tends to be serendipitous and in my experience I’ve found that serendipity tends to correlate well with data availability. It’s hard to see what you can’t look at.

comScore’s Lamberti was emphatic that measurement doesn’t need to  be reinvented. Although conversational media and traditional media are rather different on a number of axes–reach vs. engagement campaigns, large vs. low volume, targeting value vs. targeting advocates, pushed messaging vs. dialog, etc.–the fundamental measurement is the same. Don Springer’s take was that one does, in fact, need fundamental advancements in measurenment in order to track key metrics such as number of conversations, share of voice and sentiment change. I think I fall on the side of Springer here. What’s the equivalent of sentiment change measurement in traditional Web analytics? Tracking star ratings or equivalents is insufficient since they won’t tell you want a blogger is thinking about a product or brand.

Steve Rubel and Don Springer really got into it when they discussed standards. Steve’s take was that w/o standards much of the measurement conversations are meaningless as they are about apples vs. oranges. At one point Don said “standards stifle innovation.” Both positions have truth in them but that’s topic for a longer post. I have to catch a flight back to Boston.

Update: the panel was also covered by PaidContent.

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Transaction Costs Are Subjective

Jason Shellen and I are in NYC for John Battelle’s conversational marketing summit and a number of Plinky-related meetings. We grabbed a quick lunch in-between meetings at a small sandwich shop in SoHo where I saw the following sign:

Beyond the bad grammar, the most interesting aspect to me was that someone would find it easier/better to make all the changes and leave the sign as opposed to print and post a new one.

This brings me to a comment Rory Sutherland made a few months ago as we were discussing a startup idea. His comment was that transaction costs are subjective. Consider the example of asking someone who has just purchased a digital camera to register it. Some people may prefer to send in a postcard. Others may prefer to call an 800 number. Yet others may prefer to register the camera on the Web. To the folks in the coffee shop, the cost of printing a new notice was clearly too high.

When you ask a customer to do something, keep in mind that transaction costs are subjective and what is easy for some to do may be perceived as difficult by others. It is not always easy to provide multiple ways to do a task that are simple and easy to follow but it is well-worth thinking about how to do it.

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Starting Up Plinky

Om Malik broke the news today about Plinky. Plinky is the brainchild of founder/CEO Jason Shellen, a former Googler who worked on Blogger and shipped Google Reader. Jason and I partnered up last fall and just raised our seed round from my partners at Polaris Venture Partners. I’m co-founder and interim CTO. We have a small, sharp team of Web developers who are busy building cool things. We can’t tell you more at this point–you know how it goes–but you can sign up at Plinky.com to keep in touch. Thanks go to the dozens of people who provided great feedback along the way. We listened. You’ll like what you’ll see. 

In my six years at Polaris, Plinky is the fourth company that I have helped launch and the second company I have co-founded. Last fall I decided to switch my focus fully to helping entrepreneurs launch companies. Many of the entrepreneurs I’ve talked to are looking for help. There are not that many people in the venture business who both know how to do this and have the bandwidth to do it well. Think of me as a serial co-founder who helps shape the idea, raise capital, build the team and execute. I have founding equity in the companies, which aligns my interests with the entrepreneurs’. In order to have time to partner and engage deeply with my co-founders, I have stopped doing traditional investments and taking board seats, although I remain a partner at Polaris and 100% dedicated to building companies that Polaris invests in. My partner VCMike did the Plinky investment and will be on the board.

 

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Should VCs Bet on the Idea or the Team?

My partner Bryce Youngren pointed me to some research by Chicago GSB Professor Steven Kaplan who tackles the perennial question of whether one should bet on the jockey or the horse. The presentation, although meandering, does have some good data in it. Prof. Kaplan’s methodology is not perfect–his sample is biased to companies that have gone public but the rest of the analysis is thorough.

In the end, Prof. Kaplan concludes that at the margin one should invest in the idea and not the team, partly because a team can be augmented/improved while an idea is much harder to adapt. I would agree with this in general. One of the major values of a good investor is helping grow the team. I would, however, add a couple of caveats:

  1. Life is too short to back poor teams, no matter how good an idea is.
  2. Ideas are easily changed when a company is small and has little inertia. When there are just a couple of founders sitting around a table and the idea is on a beer-soaked napkin almost anything can change. The bigger the company gets, the more inertia it picks up and the harder it is to change what the company is about.

The best part about reading the presentation was discovering a wonderful quote from Warren Buffet:

When a management team with a reputation for brilliance tackles a business with a reputation for bad economics, it is the reputation of the business that remains intact.

I am an atypical VC. I specialize in partnering with entrepreneurs to help them create new startups. First and foremost, I look for ideas that can lead to very scalable businesses with solid economics. We work closely together for weeks or months tuning the idea. If the entrepreneur I’m working with can be a great startup CEO, that’s wonderful. If not, we jointly go out and recruit one.

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Forced Upgrades

Rolling out a product upgrade used to be a big deal. Decades ago it was about replacing boards and ICs. Twenty years ago it was about shipping stacks of floppies and hoping they survive the UPS trip. A decade ago it was about getting a CD in the mail. Since then we’ve all gotten used to downloading software. With software-as-a-service (SaaS) and platform-as-a-service (PaaS) offerings, the upgrade is rolled out in some data-center 3,000 miles away.

My point is that the cost to vendors for upgrading products has gone down substantially. First, there were the truck rolls. Then it was about provisioning and shipping the right type of media to the right customer. Then it was about posting a nicely packaged updater online. And, if you are hosting, you don’t even have to package an update–just get it to your servers anyway you can.

As upgrade costs to vendors have gone down, it has become easier to push more and more smaller upgrades. There are other factors driving this trend also, including the spread of security vulnerability exploitation tools. The net effect on customers is not necessarily positive. Just find a CIO and ask him/her about the cost of planned and unplanned outages due to upgrades. For example, several of the Blackberry outages have been pinned on upgrades.

The worst type of upgrade in the shrinkwrap world was a “forced upgrade,” an upgrade that you had to install in order to maintain support coverage or deploy any additional upgrades. As I have been thinking more about building startups that leverage online platforms and cloud computing, I’m starting to realize that almost every SaaS and PaaS upgrade is a forced upgrade.

When Facebook changed the way in which so-called “forced friend invites” were handled last February, hundreds of Facebook application vendors using the F8 platform were affected overnight. They had no control over Facebook’s choice — it was a “forced upgrade.” The only options developers had were to roll with it or get off the platform. This is much different from building applications on top of infrastructure deployed on premises (for example, if you don’t like Vista, don’t upgrade).

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Snackr Is To RSS Feeds What Slide Was To Photo Albums

An old friend from Macromedia, Narciso Jaramillo who is now on the Flex team has built a very cool AIR app called Snackr. It let’s you nibble at your feeds. The scrolling list of feed items can be distracting when I need to focus but very useful when I’m just having fun browsing around. Check it out.

Snackr screenshot

 

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Amazon Funds AWS Darling Animoto

My friend Stevie Clifton, CTO at Animoto, pinged me early this morning with the news that Amazon has funded his company. This comes on the heels of Amazon CEO Jeff Bezos using Animoto as a great example of how to leverage Amazon Web Services. Get the full story from Stevie who recorded a video telling how Animoto scaled from 50 server instances to 3,500 server instances after their Facebook launch.

Congrats to the Animoto team. They’ve built a very cool service and deserve to get a little breathing room.

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MIT 100K: Web 2.0 vs. Enterprise 2.0

Well, no, that’s not how we looked at judging the MIT 100K Web 2.0 / IT track this year but I bet many were surprised that our judging panel nominated an enterprise software company–CyberAnalytix–as the winner. Bob Buderi observed the pitch process and much of the discussion between judges and blogs about it on Xconomy.

Business plan competitions and the real world are not the same but practice is a good thing. Best of luck to all the teams, not just the winners. I’m not sure how their companies will do but I’m pretty confident based on what I saw last Thursday at the pitch session that the entrepreneurs will delight us all with achievements down the road.

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