10 October
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Jack Dorsey’s Square Deal For Small Businesses: 0% Transaction Fee

Square has a proposal for small businesses that they’ve never heard before: Instead of taking a percentage for every credit or debit transaction, it will charge them one flat fee each month.

“It’s kind of like your cell phone bill,” Square CEO Jack Dorsey tells Fast Company. “You can pay per minute or you can go unlimited. You can pay as you go at 2.75% per swipe, or you can pay $275 per month.”

Dorsey says the flat monthly fee is continuation of Square’s emphasis of making credit card fees understandable, which it has until this point accomplished simply by charging the same transaction fee for every swipe.

“When a customer puts down a credit card, the merchant has no idea what they’re paying for,” Dorsey says about traditional payment processing. “If it’s a typical credit card it may be one rate, if it has rewards on it it might be a much higher rate. If it’s a corporate card they’ll pay the highest rate.”

A rate that doesn’t change is much more understandable than one that constantly wavers. But a monthly bill that stays the same is even more so.

The plan isn’t for everyone. Square will limit it to merchants with $250,000 of transactions per year or less. After merchants exceed that limit, they’ll be charged the 2.75% transaction rate. And some merchants–particularly those with low volume–will be better off skipping the monthly plan altogether.

But Dorsey says that “for a lot of merchants” the $275 per month fee will be a significant reduction in what they are paying Square in transaction fees now–about 1.8% of their transaction volume instead of 2.75%.

Partly because credit card companies charge merchants a percentage per transaction, almost all payment processing companies do the same (the exceptions being Dwolla, which removes credit cards from the process altogether, processes transactions less than $10 for free, and charges $.25 for the rest, and LevelUp, which doesn’t charge a transaction fee and makes up the credit card fees by charging merchants for marketing campaigns).

One reason Square is able to lower its transaction rates is because of its bargaining position as a company that handles a high volume of transactions. It can pass rate reductions it negotiates credit card companies on to consumers.

A recent deal Square made with Starbucks to power the coffee company’s U.S. credit and debit card payments will significantly increase its transaction volume, and therefore its bargaining position. Which means it’s in a good place to continue the trend.

“It took us another year and a half after setting a flat 2.75% rate to innovate pricing again and turn it into a subscription model and a utility,” Dorsey says. “But we plan to keep on doing that. We’re starting with small businesses, we’re starting with this plan, but we want to evolve it.”

Small business owners: Would you opt into this plan? Tell us in the comments section below!

Image: Flickr user Ombligotron

Via Fast Company: http://www.fastcompany.com

13 May
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Flip Flops for Good: Kickstarter Company Wants You to Design a Pair

Vancouver startup FlyingFlips wants to build a community of socially conscious graphic designers.

The ecommerce platform lets shoppers vote for their favorite sandal designs, which they’d like to see become available for retail. The most-popular options will be manufactured and the artists will receive a portion of the sale proceeds.

“We’re trying to build a really good social network of graphic designers,” FlyingFlips designer co-founder Trevor Broad told Mashable. “We call it open source flip flops.”

The site, which is hoping to receive funding from Kickstarter, says its flip flops are eco-friendly, made from 20% to 30% recycled materials, and lets you trade in used pairs.

Once designers have submitted designs to the FlyingFlips community, the startup encourages them to share their submissions with their social networks to vote.

For each purchase made, FlyingFlips donates one pair of flip flops to a person in need in the developing world, through Soles4Souls and Fundacion A. Jean Brugger.

The Kickstarter campaign, which runs until the end of May, will fund the first run of flip flops and the creation of the online store. The store will launch one week into June, right after the Kickstarter ends.

FlyingFlips hopes to make eight pairs available by June — the two pairs advertised as Kickstarter rewards, five pairs crowd sourced by designers and one blank pair. Though the team was initially split on creating blank flip flops, lacking a crowdsourced design, they ultimately decided more people could join the buy one give one movement, if they offered a blank slate option.

Would you buy a pair of FlyingFlips? Let us know if you would back this project.


Bonus: Crazy Kickstarter Projects


Via Mashable: http://www.mashable.com

03 May
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Software Helps EV Station Owners Become Entrepreneurs

Owning and operating a public EV charging station just got a little easier thanks to new management software that can turn a charger into a business opportunity.

WattStation Connect is a cloud-based EV charging station management system that’s compatible with internet-connected GE WattStation chargers. While drivers already have a myriad of services they can use to search for public plugs and see what prices they’ve put on electricity, WattStation Connect makes it easy for owners of charging stations to set hours and rates using a computer or smartphone.

It’s an easy way for EV owners to make some cash off their home charging setup, or for businesses to install public charging stations in their parking lots. Apps like PlugShare and Recargo already let anyone with a free electrical outlet publicize their charging station, and software like WattStation Connect can turn it into a business. Like a convenience store owner who puts an ATM next to the coffee maker and collects the transaction fees, a charging station may soon become yet another source of revenue for anyone with a parking space and an electrical connection.

Using the WattStation Connect software, owners can decide whether the station is public or private, then choose when it’s open and how much a charge should cost. Owners can charge for electricity by the hour, by the kilowatt hour or require a flat rate upfront. It’s also possible to set up dynamic pricing by time, or allow separate users to pay different rates. For instance, a business owner could let his or her own employees charge for free but ask the general public to chip in for electricity.

GE’s partnered with PayPal to collect payments, and EV entrepreneurs can download reports showing exactly how much money their stations have made. The system features a dashboard to show which stations are in use or need service. Additionally, owners can send realtime status updates to frequent users who have given their e-mail addresses.

With its simple interface and ability to control and monitor charging stations remotely, the setup should make it easier for charging station owners to join the growing private, ad-hoc EV infrastructure.

Photo: GE Reports

Via Wired Autopia: http://www.wired.com/autopia/

03 April
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Toll House Takes The Middle East

Unlike many Americans, Ziad Dalal doesn’t have fond childhood memories of pouncing on a plate of freshly baked Nestlé Toll House cookies. Though he didn’t spend his formative years eagerly anticipating those first warm, chewy bites, this Lebanese native sniffed out a sweet business opportunity.

More than a decade ago, Dalal approached Nestlé about opening a dessert-themed franchise of cafes featuring the Toll House cookie. A year and half of negotiations and agreements would follow before Dalal could realized his vision and opened the first location of Nestlé Toll House Café by Chip. The cafes are owned by Dalal’s company, Crest Foods, which licenses the branded products from Nestlé. From there, he says the brand took off. Franchises selling Nescafe coffee, soft drinks, and a full complement of homestyle baked goods popped up across Lebanon. International expansion quickly followed.

Now, Nestlé Toll House Café by Chip has more than 100 locations serving upwards of 60 million customers per year in the U.S., Canada, Kuwait, Lebanon, and Dubai, with plans to open additional cafes in Jordan and Saudi Arabia. Dalal estimates net sales hovered between $35 and $40 million last year. That’s a heck of a lot of chocolate chips, but Dalal hungers (literally and figuratively) for more.

Just before he jetted off to Dubai to supervise the opening of another Nestlé Toll House Café by Chip, Dalal sat down with Fast Company to discuss his journey from real estate rags to chocolate chip riches. 

ziad dalal

Early Lessons

Dalal came to the U.S. in the 1980s to attend college. He laughs, admitting his parents wanted to see him become a doctor or an engineer. Though he excelled in science and math and got a masters in engineering, Dalal also pursued an MBA, which came in handy when he got his first business idea. “When I was in college and eating nasty food, I thought it would be a good idea to have a healthy fast food concept,” Dalal explains. Unfortunately, even as a newly minted grad student, he still had plenty to learn about real world business. Dalal says his smoothie chain Frullati got caught in the real estate crash of 1987. “I lost my shirt. I was too young and too stupid,” he confesses.

What he had left were two Frullati locations and a strong desire to keep going. Six years and a lot of sweat equity saw Dalal through a growth phase that culminated in the move to franchising. Dalal quips that at the time he didn’t even know how to spell the word franchise, but he hired some talented consultants and grew the concept to 100 locations. “I had to go through this fear of not knowing, but once we had the talent,” he says, everything fell into place.

Taking On the Mother Of All Cookies

All good things must come to an end, but Dalal says even though “it was like selling my first born,” he eventually sold the Frullati chain to invest in a new idea. Ironically, Dalal’s first foray into the dessert cafe landscape came through Mrs. Fields, the juggernaut chain that’s been peddling cookies since the 1970s. 

Thanks to his time in real estate, Dalal’s Frullati occupied some prime locations and he was eventually approached to open a Mrs. Fields. He became a franchisee, but when he asked the company to open additional locations at Dallas-Fort Worth airport, for example, Mrs. Fields declined, saying that those outlets would remain company-owned. 

Dalal saw this as a challenge. “I started to ask myself, ‘What is the best brand that can compete with the 800 pound gorilla?” he recalls. It wasn’t long before he thought of Toll House. “It is the original chocolate chip cookie,” he enthuses, “it was the only brand we could use to take it to a different level.” Dalal was convinced that consumers’ collective memories of baking at home would propel the cafes beyond the Mrs. Fields cookie kiosk experience. 

He was right and in time, he says, Nestlé Toll House Café by Chip has been offered opportunities to replace underperforming Mrs. Fields locations. 

Branding Challenges

Making the transition from a bag of chips on a grocery store shelf and a bake-at-home snack proved to be a bit more challenging. Dalal says the cafes were able to pull it off by leveraging the one thing that was associated with baked goods that could be duplicated anywhere–the fragrance. All the bakery items sold at Nestlé Toll House Café by Chip are made on the premises, so every time the oven door opens, out swirls the unmistakable smell of sweet treats. 

But Dalal says the cafe couldn’t stop there. “We have a much bigger menu for all age groups,” that includes smoothies, frozen yogurt, soft drinks, coffee, and ice cream. “We have a strategic alliance with Haagen Daaz and we offer the best coffee brand globally–Nescafe.” 

Going Global

Speaking of Nescafe, Dalal rushes to point out how easily what could be perceived as an all-American brand was received in the Middle East. As a Lebanese native, Dalal understood that his global customers wanted a much more indulgent environment. “Middle Easterners are much more coffee-oriented so we had to expand the offerings and present the desserts differently.” Latte artists and table-side drizzling of chocolate sauce followed on furnishing the spaces with comfortable chairs that invite lingering. “We had to sex it up and keep the costs down. It’s a fine balance.”

As for the coffee and chocolate, Dalal says that in Iraq the word for chocolate has become synonymous with Nestle. “I think they took it out of the dictionary,” he says adding that Nescafe is a top global brand, too. “I grew up on Nescafe black. If you cut me, I probably bleed Nescafe.” 

And the Winning Location Is...

Dalal says the number one location in the world is a cafe in–wait for it–Kuwait. Before the location opened its doors, Dalal spent a lot of time worrying. “It was on an empty street. I just didn’t want the franchisee to have a bad experience.” He needn’t have lost sleep. When Dalal called the owner during Ramadan to offer good wishes for the holiday, he was hustled off the phone. “He couldn’t talk because he had a 45-minute wait just to get in the doors!”

Still Serving

As a leader, Dalal sees himself as a servant to his team. He in turn, asks his executive team to serve their field managers, who serve the franchisees, who serve the customers. Ultimately, though he says every day is a day he feels like he can’t do it, the thrill of meeting the challenge keeps him going. He plans to open 50 more locations next year, and 75 in 2014.

To keep going, Dalal says he thinks of his father’s wisdom. “When I was young my dad used to tell me a story about Napoleon burning his ships so his men couldn’t retreat from the enemy. They won. I have nowhere to go but realize my goal to be the premier global dessert cafe. I want to make history and I think we can do it.”

Image: Flickr user Ginny

Via Mashable: http://www.mashable.com

26 March
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Want to Heat Your Coffee With Your iPad? There’s an App for That

HotPad

Imagine this scenario: your coffee has gone cold, and you’re simply too lazy to get up from your desk, go to the microwave and reheat it. If you have the new iPad, however, there may be a solution for this problem: the HotPad.

HotPad is a simple web app that “overclocks” your iPad’s CPU, and displays virtual heat coils on its screen, where you can place your coffee and keep it warm for hours.

Of course, it’s all a joke, and we definitely don’t recommend you placing any hot beverage on your iPad (or any other gadget, for that matter). The app is a clever take on the recent iPad heat controversy – Heatgate, if you will – in which a slew of reports claim that the new iPad is heating up considerably more than the iPad 2.

The app was concocted by the pranksters at Primary Coffee Company, which claims that the “app” won’t hurt your iPad, but placing coffee on it might.

As far as Heatgate goes, we’re not sure all the controversy we’ve seen out there is warranted. After all, pretty much all the gadgets you use – your PC, laptop and phone – get a little hot sometimes.

Via Mashable: http://www.mashable.com

27 February
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Sparrow 2: The Redemption of an EV Pioneer

HOLLISTER, California — Mike Corbin fiddles with his coffee cup as he sits in his ’50s-style diner, a bit of kitsch he added to his warehouse on the outskirts of town. This is not the Hollister you see advertised on the shirts and sweatpants worn by teenagers. It’s industrial, gritty, a little run down. But for Corbin it is heaven, a place where his dreams once came true.

And might yet again.

Corbin built this diner so customers could grab a bite after wheeling their motorcycles into his garage for a new saddle. This is what he’s famous for, what got him inducted into the AMA Motorcycle Hall of Fame more than a decade ago. Corbin, 68, made his name stitching custom motorcycle saddles and selling custom motorcycle parts.

But for about 10 minutes a long time ago, Corbin was famous for something else: The Sparrow, a funky, futuristic electric car that he hopes to see fly once again.

 

Photo: Courtesy Corbin Motors

Corbin was in the right place at the right time with the Sparrow. The place was the San Francisco Auto Show. The time was 1996. Corbin, who by this time had amassed a fortune selling motorcycle seats, showed up with the Sparrow. It was an odd little car, not unlike an Ugg on wheels. Three wheels, to be exact. It looked like something you might see in The Smurfs. Corbin was pretty sure he would be laughed out of the show. The exact opposite happened.

“We took a million dollars worth of orders,” Corbin says, smiling. The years melt from his face as he tells the story for what must be the 10,000th time. You get the impression he never grows tired of this tale.

It was the car enviros had been dreaming of. Small. Electric. Relatively affordable. So what if it could seat just one person and was ugly as hell? Those who loved it saw only the beauty of a car that didn’t burn gasoline. General Motors had just introduced the EV1, whetting greenies’ appetites for an electric car.

“It looked like the world was going to change,” well-known EV advocate Chelsea Sexton said of the mood at the time. And here was Corbin, one of the first entrepreneurs with a plan to feed them.

Corbin had done what his father had told him he should never do. He had built a car, a dream he’d chased since he was a teenager. Here was his golden opportunity. Battery electric vehicles were in their infancy. Bay Area “treehuggers” (Corbin’s word) were ready, willing and able to plunk down almost 14 grand to drive an electric bean. It was emissions-free, after all.

The window was wide open. All Corbin Motors had to do was shove some electric cars through it.

There was just one problem.

“We had no possibility of delivering a second car,” says Corbin. “We had no employees.”

Corbin Motors had no factory, no parts, no assembly line and no idea how to mass-produce cars.

Standing in his warehouse now, his voice trailing off, Corbin is obliged to continue his rags-to-riches-to-rags tale. It’s the only way to get to the latest chapter, about the rebirth, or re-hatching, if you will, of the Sparrow. He lovingly, if not ironically, calls it Sparrow 2. But we’re getting ahead of the story.

After the unexpected and overwhelming response to the Sparrow, it took Corbin another year to deliver four more cars. “We painted them all a different color to make it seem like we were a big deal,” he says.

Meanwhile, the phone was ringing. And ringing. And ringing. At one point Corbin Motors had $40 millions in orders. People were rabid to get their piece of the green dream. But Corbin couldn’t deliver.

“We bit off more apple than we could chew,” said Corbin. “We were under-capitalized from day one. Our single biggest problem was everybody loved the car, but then we didn’t give to them.”

Production slowly ramped up, and Corbin started delivering cars in 1998. They cost $13,999. Chad Wells fell in love.

“I first saw them for sale on the cover of the Gadget Universe catalog that came to my house in 1999,” said Wells, who now owns not one but two Sparrows. “I wanted to buy one.”

Buyers loved them. But problems at the factory piled up almost immediately. First and foremost was the battery technology. In a word, it sucked. A lot of people found themselves stranded on the side of the road.

Remember, this was long before lithium-ion batteries, smartphone-enabled battery management systems and public charging stations. The EV1 and Toyota RAV4 EV had only recently hit the road. Corbin was using lead-acid batteries, the same kind under the hood of your hoopty right now. They’re heavy, they don’t offer much range and they aren’t very durable in an EV application. When one battery in the pack goes down, the whole system goes haywire and you’re left with a zero-emissions paperweight.

Photo: Courtesy Corbin Motors

Mechanical issues, particularly with the motor controllers, didn’t help things any. And then there were management issues, complicated by the fact Mike Corbin wasn’t actually an officer in Corbin Motors. The way Corbin tells it, Corbin Motors was a separate entity from the motorcycle accessories company, and it licensed the Sparrow from Mike Corbin. It’s all very confusing, but suffice to say it wasn’t a good way to run a business.

“I think the fairest thing to say is they weren’t able to figure out how to take a good idea to market and make it profitable,” Corbin said. “They were in over their heads.”

Throw in an economic downturn and you can see where the story leads even before Corbin mentions the 2003 bankruptcy that finally killed Corbin Motors.

“We lost our personal wealth” said Corbin, pointing to his longtime business partner and current CEO of Corbin Motors Anthony Luzi. “We lost everything.”

All told, Corbin Motors delivered 289 cars before it all went bad. Another 75 were in various stages of completion. But even as the company was crashing and burning, people were lining up for cars. Wells finally got his first Sparrow in 2004.

“The attention was ridiculous,” he said of the reaction he got to the car. “It was almost dangerous. Then, and still now, people would do anything to get a picture of it. That includes anything from being cut off and forced to stop to having other drivers taking photos while they drive next to you, while not paying attention to the road and almost killing both of us.”

It is interesting to note the company with which ended up with the remnants of the Sparrow, Myers Motors, claims it will have a an electric three-wheeler ready for delivery this year.

Fast forward to the modern day. Selling motorcycle seats made Corbin a very wealthy man, but he remains equally proud of the Sparrow. He thinks its time has come. Again.

He isn’t entirely wrong. Electric vehicles, once on the fringe, are now, well, at least approaching mainstream with cars like the Nissan Leaf and Chevrolet Volt. Tesla Motors has proven that commodity lithium-ion cells can make a damn fine battery pack. Hell — even Aptera Motors almost made a run at it with a teardrop-shaped electric three-wheeler that looked more like a Cessna than a Civic.

If they can do it, Corbin reasons, so can he.

“The Sparrow was my best idea,” he said. “And all of sudden the world is ready. What are we gonna do, let it pass us by? We have proven we can sell a three-wheel electric car, and now the technology is there.”

Corbin is serious. But not everyone sees the Sparrow flying again. And it’s hard to see who’d buy one when you can get an electric car with four doors, five seats and a warranty backed by a company that actually knows how to build cars.

“It remains to be seen whether the public is ready for a three-wheeled vehicle, let alone a one-seater,” Sexton said. “I can go get a new Mitsubishi iMiev that seats five for $19,000 after incentives. I want to root for them all, but there is a bit of a reality check involved.”

Corbin is not deterred. He hopes to have the Sparrow ready to roll by the end of the year. Never mind that he doesn’t have the final specs or even a drawing to show us, let alone a running prototype. But no matter — he’s got a website!

We’ve seen this before, of course. History is littered with the shattered dreams of automotive entrepreneurs who thought they had A Great Idea. More than a few of those entrepreneurs thought they could sell electric vehicles. Corbin knows this. Yet he insists he will succeed.

The way he sees it, he doesn’t have to start over. He just has to pick up where he left off.

 

Via Wired Autopia: http://www.wired.com/autopia/

16 June
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Starbucks Mobile Payments Coming to Android & 1,000 Safeway Locations

Starbucks is extending its popular mobile payment system to Android device owners, and introducing the alternative payment option at 1,000 Starbucks locations inside Safeway supermarkets — Vons, Pavilions, Dominick’s, Randalls, Tom Thumb and Genuardi’s stores included — this coming July.

By July, the coffee retailer and crossover consumer packaged goods company will be accepting mobile payments at roughly 9,000 Starbucks locations in the U.S.

Starbucks for Android will be available exclusively on the Android Market beginning Wednesday, June 15. The application has been optimized specifically for Android, and offers device owners — running version 2.1 or above of the OS — the same pay-by-phone barcode-scanning experience as those on the iPhone or BlackBerry.

The application also allows the user to manage his Starbucks Card balance, reload his card, view his My Starbucks Rewards status and find nearby stores.

“With the addition of Starbucks for Android to the Starbucks app line-up, a Starbucks mobile payment app may now be used on approximately 90% of smartphones currently in use,” said Adam Brotman, Starbucks’s vice president and general manager of digital ventures.

January marked the nationwide rollout of Starbucks’s mobile payment system. By the end of March — just nine weeks later — Starbucks told its shareholders that it had processed more than 3 million mobile payments via its Starbucks Card Mobile application for iPhone and BlackBerry.

“We we were the first to offer large scale mobile payments,” said Chuck Davidson, Starbucks category manager for innovation on the Starbucks Card team, during a press conference Tuesday. “And we’ve seen the demand for our applications grow.”

In addition, Davidson disclosed that he is often asked about the brand’s status on using NFC technology for its mobile payments system. “Quite frankly, we’re not willing to wait for the NFC system to mature in the United States,” he said. He anticipates that consumer adoption of NFC-enabled phones is still two to three years out.

Via Mashable: http://www.mashable.com

01 March
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How Social Media Is Positively Impacting Our Culture OPINION

This post reflects the opinions of the author and not necessarily those of Mashable as a publication.


Josh Rose is the EVP, digital creative director of ad agency Deutsch LA, who — when time permits — moonlights as a photographer. Follow him at @joshrose.

Two events today, although worlds apart, seem inextricably tied together. And the bond between them is as human as it is electronic.

First, on my way to go sit down and read the newspaper at my coffee shop, I got a message from my 10-year-old son, just saying good morning and letting me know he was going to a birthday party today. I don’t get to see him all the time. He’s growing up in two houses, as I did. But recently, as I handed down my old iPhone 3G to him to use basically as an iPod Touch. We both installed an app called Yak, so we could communicate with each other when we’re apart.

The amount of calming satisfaction it gives me to be able to communicate with him through technology is undeniably palpable and human. It’s the other side of the “I don’t care what you ate for breakfast this morning” argument against the mundane broadcasting of social media. In this case, I absolutely care about this. I’d listen to him describe a piece of bacon, and hang on every word. Is it better than a conversation with “real words?” No. But is it better than waiting two more days, when the mundane moment that I long to hear about so much is gone? Yes.

I guess one man’s TMI is another man’s treasure.

Moments later, I sat down and opened the paper. A headline immediately stood out: “In China, microblogs finding abducted kids” with the subhead, “A 6-year-old who was snatched when he was 3 is discovered with a family 800 miles away.” Apparently, the occurrence of reclaimed children through the use of China’s version of Twitter — and other online forums — has become triumphant news over there. I’m reading about the father’s tears, the boy’s own confusing set of emotions, the rapt attention of the town and country, and I’m again marveling at the human side of the Internet.


The Paradox of Online Closeness


I recently asked the question to my Facebook friends: “Twitter, Facebook, Foursquare… is all this making you feel closer to people or farther away?” It sparked a lot of responses and seemed to touch one of our generation’s exposed nerves. What is the effect of the Internet and social media on our humanity?

From the outside view, digital interactions appear to be cold and inhuman. There’s no denying that. And without doubt, given the choice between hugging someone and “poking” someone, I think we can all agree which one feels better. The theme of the responses to my Facebook question seemed to be summed up by my friend Jason, who wrote: “Closer to people I’m far away from.” Then, a minute later, wrote, “but maybe farther from the people I’m close enough to.” And then added, “I just got confused.”

It is confusing. We live in this paradox now, where two seemingly conflicting realities exist side-by-side. Social media simultaneously draws us nearer and distances us. But I think very often, we lament what we miss and forget to admire what we’ve become. And it’s human nature to want to reject the machine at the moment we feel it becoming ubiquitous. We’ve seen it with the printing press, moving pictures, television, video games and just about any other advanced technology that captures our attention. What romantic rituals of relationship and social interaction will die in the process? Our hearts want to know.

In the New Yorker this week, Adam Gopnik’s article “How the Internet Gets Inside Us,” explores this cultural truism in depth. It’s a fantastic read and should be mandatory for anyone in an online industry. He breaks down a whole slew of new books on the subject and categorizes it all into three different viewpoints: “the Never-Betters, the Better-Nevers, and the Ever-Wasers.” In short, those who see the current movement as good, bad or normal. I think we all know people from each camp. But ultimately, the last group is the one best equipped to handle it all.


Filling in the Space With Connections


Another observation from the coffee shop: In my immediate vicinity, four people are looking at screens and four people are reading something on paper. And I’m doing both. I see Facebook open on two screens, but I’m sure at some point, it’s been open on all of them. The dynamic in this coffee shop is quite a bit more revealing than any article or book. Think about the varied juxtapositions of physical and digital going on. People aren’t giving up long-form reading, considered thinking, or social interactions. They are just filling up all the space between. And even that’s not entirely true as I watch the occasional stare out the window or long glance around the room.

The way people engage with the Internet and social media isn’t like any kind of interaction we’ve ever seen before. It’s like an intertwining sine wave that touches in and out continuously. And the Internet itself is more complex and interesting than we often give it credit for. Consider peer-to-peer networking as just one example, where the tasks are distributed among the group to form a whole. It’s practically a metaphor for the human mind. Or a township. Or a government. Or a family.

The Internet doesn’t steal our humanity, it reflects it. The Internet doesn’t get inside us, it shows what’s inside us. And social media isn’t cold, it’s just complex and hard to define. I’ve always thought that you really see something’s value when you try to destroy it. As we have now laid witness to in recent news, the Internet has quickly become the atom of cultural media; intertwined with our familial and cultural bonds, and destroyed only at great risk. I think if we search our own souls and consider our own personal way of navigating, we know this is as true personally as it is globally. The machine does not control us. It is a tool. As advanced today as a sharpened stick was a couple million years ago. Looked at through this lens, perhaps we should reframe our discussions about technology from how it is changing us to how we are using it.


Image courtesy of iStock, RichVintage.

Via Mashable: http://www.mashable.com

28 February
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New Photo App Explores the World’s Disappearing Cultures

Volumes of professional photography have long been reserved for the coffee table, but Fotopedia, the maker of an online collaborative photo encyclopedia, is bringing this type of content to the iPad and iPhone. The company’s third photo app launches Tuesday and contains 1,300 photos of 40 unique cultures by professional photographer Jaime Ocampo-Rangel.

The app is one part of Ocampo-Rangel’s 12-year-long project, Memory of Colors, which also includes a book, a movie and an exhibit. The project was first on display at UNESCO’s headquarters in 2010. Ocampo-Rangel says he hopes the app will bring his work to new audiences.

“Fotopedia has allowed me to introduce these civilizations to an unprecedented audience that would otherwise have no idea of their existence,” said Ocampo-Real in a statement.

The new app allows users to browse photos by country, culture or color (“In my photography, I associate them with the dominant color of clothes, their skin, their spirituality or their way to perceive beauty,” Ocampo-Rangel explains in a video about the project). Each photo can be shared to social networks or set as wallpaper. For a limited time, the app is available for $0.99.

Memory of Colors is Fotopedia’s third app. The free app Fotopedia Heritage launched in October and has been downloaded more than 1.5 million times, and the first paid app, National Parks, launched in December.

“We don’t think of our apps as books and we don’t think of our job as about perfecting books,” says Fotopedia CEO Jean-Marie Hullot. “…Our job is to help people explore and discover the beauty of the world.”

Via Mashable: http://www.mashable.com

01 January
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New iPhone App (Almost) Replaces Waiters

The Spark of Genius Series highlights a unique feature of startups and is made possible by Microsoft BizSpark. If you would like to have your startup considered for inclusion, please see the details here.

Name: Storific

Quick Pitch: Storific enables customers to place orders at restaurants, cafes, and bars using their iPhones.

Genius Idea: Although a number of mobile apps like GrubHub, CityMint iTunes link and SnapFinger have made ordering food for take out or delivery a matter of tapping on a smartphone, diners who choose to sit down generally still rely on a waiter to take their orders. But if startup Storific catches on, these patrons will also have a high-tech alternative.

Storific enables customers to browse menus and place orders through an iPhone app. Users check in to the establishment using a table-specific code that the waiter drops off at the beginning of the meal. As they indicate what they want, the items are added to the business’s web-based dashboard. Customers can also send messages to the kitchen and waitstaff that appear on the same dashboard.

The France-based startup has launched beta projects in 16 locations throughout France, Italy, Canada and the United States. Co-founder Michael Cohen says that the pilot businesses, which include cafes, restaurants, and night clubs, have reported that the app has helped them improve sales by allowing customers to order without waiting for a waiter. He also argues that the app could reduce the number waitstaff needed and make service faster.

It’s hard to see how iPhone ordering could become mainstream for restaurants. Since not everyone has an iPhone, which is the only phone the company currently makes an app for, it’s unlikely that a restaurant would make handing out check-in codes a standard process. Another barrier is that ordering from a human is an integral part the experience at most restaurants — especially the high-end restraunts that Storific’s competitor, Tabula Technologies, is targeting.

More promising places for an ordering app like Storific might be bars, cafes, or sporting events. In bars, the app could prevent the frustration that comes with trying to get the attention of a busy bartender. At cafes, people working on computers wouldn’t need to abandon them to buy another coffee. And at sporting events, fans wouldn’t miss critical plays while buying a soda. The Philadelphia Phillies piloted an ordering feature of the MLB’s At Bat app earlier this year.

Another market that Storific is smart to be targeting is hotels. It would be easy to leave a checkin code on a card in each room and allow guests to order room service through their iPhones. While some hotels have already begun to make room service a part of their brand-specific apps, hotels that don’t have the resources to invest in branded apps might realistically turn to Storific.

The company, which as of now is self-funded, plans to charge establishments a monthly fee for the service after it launches out of Beta in mid-January. The fee will be based on the number of tables, or number of check in codes, at the establishment (for instance, 100 tables will cost $99 per month).

MashableMashableMashable readers who would like to try Storific at their businesses can apply for the free beta program using reference code MA50.

Image courtesy of iStockphotoiStockphotoiStockphoto, Bliz


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Via Mashable: http://www.mashable.com

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