Endeca Wraps up Buyagift
July 22, 2011
“Buyagift Selects Endeca InFront,” announces iStockAnalyst. Buyatgift is a British shopping site looking to expand. Endeca is a prominent information management solutions provider whose InFront software helps manage customer relations. The article states,
Endeca technology is expected to allow Buyagift to create, deliver, and manage content-rich, multichannel customer experiences from a single platform, allowing merchandisers and other non-technical users to deliver targeted, always-relevant customer experiences that drive conversion rates and accelerate cross-channel sales. Endeca technology is also expected to allow the company to generate more targeted clicks at a much lower cost through SEO integrated with site taxonomy and search, creating a dynamic site with millions of different paths to products of interest.
Buyagift will also use the technology to build and integrate their mobile presence. Sounds like a good choice to us. Endeca markets across many different search sectors, but it has always struck us as a darned good eCommerce system.
Cynthia Murrell, July 22, 2011
Sponsored by Pandia.com, publishers of the New Landscape of Enterprise Search
Amazon and RIM: Sour Grapes Day and Its Whines
June 30, 2011
Long day for the goose. Most folks heading toward 67 do the golf thing, maybe drink a lunch, or hang out at the mall and check out the walkers. Not me. I was checking out the latest in news and info on the rapidly deteriorating Internet. It is not just the lousy throughput here in Harrod’s Creek, it is the increase in the whine volume. Yep, sour grapes make whine.
The first example is the anonymous letter about the management woes at Research in Motion. Based in Waterloo, the BlackBerry whine maker criticized policies, procedures, innovation, and the furniture. Yep, griping about the office decorations will fix up the BlackBerry orchard in a nonce. You will want to read “Open Letter to BlackBerry Bosses: Senior RIM Exec Tells All as Company Crumbles around Him.” There are some great lines in the letter. The passage I found most amusing was:
Let’s obsess about what is best for the end user. We often make product decisions based on strategic alignment, partner requests or even legal advice — the end user doesn’t care. We simply have to admit that Apple is nailing this and it is one of the reasons they have people lining up overnight at stores around the world, and products sold out for months. These people aren’t hypnotized zombies, they simply love beautifully designed products that are user centric and work how they are supposed to work. Android has a major weakness — it will always lack the simplicity and elegance that comes with end-to-end device software, middleware and hardware control. We really have a great opportunity to build something new and “uniquely BlackBerry” with the QNX platform. Let’s start an internal innovation revival with teams focused on what users will love instead of chasing “feature parity” and feature differentiation for no good reason (Adobe Flash being a major example). When was the last time we pushed out a significant new experience or feature that wasn’t already on other platforms? Rather than constantly mocking iPhone and Android, we should encourage key decision makers across the board to use these products as their primary device for a week or so at a time — yes, on Exchange! This way we can understand why our users are switching and get inspiration as to how we can build our next-gen products even better! It’s incomprehensible that our top software engineers and executives aren’t using or deeply familiar with our competitor’s products.
The snippet has some interesting assertions. Let me squeeze those grapes:
- RIM takes guidance from partners and lawyers. Hey, partners and lawyers know what to do. Partners resell and lawyers bill by the hour. A sharp outfit like RIM not be able to climb much higher up the innovation jungle gym unless it pays more attention to partners and lawyers. RIM is on the right track.
- Android has “a weakness.” That is one reason why the whiner is not working at Google. Google is the top dog. Android. Weakness. Oxymoron.
- Features. Look. Features made Microsoft Word the outstanding product it is. I find the intelligent reformatting, the wonderful numbering function, the intuitive placement of images, and the lightning fast response regardless of computing platform nearly perfect. RIM needs to work harder to add complex functionality. Stop whining and starting adding more icons, earthworm menus, and ever-so-precise trackball ALT key thingies.
Now read “An Open Letter To Jeff Bezos On Terminating The Amazon Affiliate Program In California.” Like the high pitched scree of the RIM letter, this epistle makes my ear drums bleed and my frontal lobes throb throb throb. The issue is that a high traffic Web site gets a piece of the action, a commission, a kick back, a bounty, a beak dip, or a cut of what ever a visitor to an affiliate site spends on Amazon. The world’s smartest man may struggle with uptime for its blend of open source and proprietary software for webby services things, but TWSM, aka Jeff Bezos, knows how to make money. Here’s a passage I found amusing:
Not only are you [The World’s Smartest Man] sucking purchases (and thus potentially jobs) out of my state and undermining those retailers, but you’re also not letting the state earn off the sales tax like those retailers who actually are based here do. That makes me feel really good as a Californian.
Why should Amazon pay sales tax?
Amazon is a sort of virtual company. It does not drive on the roads of California too often. It does not use the California school or sewer systems all that much, and it does not provide fire protection for TWSM’s Seattle area properties. Why pay for what you do not use, do not need, and do not acknowledge as being relevant to the Amazon implementation of the Walton retail vision built of bits, not bricks?
So what’s with the whining about Amazon’s doing what a company is supposed to do in post crash America? Any nibbling at the edges of Amazon’s revenue is bad. What is bad for Amazon is bad for Mr. Bezos. Mr. Bezos wants his way in a manner similar to other tech titans’ perception of right and proper behavior. This whiner wants an entity in America to be fair. Get with the program. Join Prime. Suck it up and get back to search engine optimization, a field of great value and promise.
So there you have it. Two whines. If I drank, I suppose I could slurp some whine too. I am more of a commenter and from a goose pond at that. These two whiners are muddying the waters of the way business is conducted in the US today. Get with the program and put a stopper in the whine bottle, please. Honk.
Stephen E Arnold, July 1, 2011
Stephen E Arnold, described by super real news person Ken Auletta as gruff is the author of the New Landscape of Search, published by Pandia in Oslo, Norway. The monograph is not available for the BlackBerry (I cannot read my screen’s type. Too small.) and not available through Amazon either. I often wonder why I bother to write candid and objective analyses of enterprise search systems. Whining is where it is at for today.
Amazon: Insight into Search, Engineering, and Cloud Computing
April 28, 2011
In order to locate data, one must be able to search for it. If search does not work, data are lost. Seems obvious but one of the consequences of the Amazon cloud outage was that I had to think about the online big box store again. Amazon is, to me, a convenient way to get books and buy a gift or a replacement BlackBerry battery. Even when the A9 service was a priority, Amazon’s ability to make information findable was hit and miss.
Even today, I have a tough time thinking of Amazon as giant, reliable, low cost information utility. I have difficulty finding lists of books “about” a subject. Sometimes I stumble upon this user created content; other times, I have no idea how to find this useful information. When I want a book, I don’t know how to NOT out books that are available from those that will be published in the future. I cannot find information about the credits I “earn” when I buy Kindle books or products using my Amazon credit card. The snail mail coupons I used to get have disappeared, and I don’t have a clue about “finding” this information.
Several years ago, we did a close look at how Amazon handled glitches. The information was not that different from other companies we had examined. However, one approach was interesting. When an outage took place, a small team was assembled to figure out what happened and to fix it. This approach has its upside such as speed and fluid problem solving. The downside, in my opinion, was that solutions could be ad hoc. In my view, the next time a problem cropped up, the Amazon approach I probed three years ago meant that the next problem solving team had to figure out what the previous team did. No big deal until the problem of figuring out everything consumed lots of time.
We are not using Amazon Web services. Call me old fashioned but I prefer to have data storied on local devices with appropriate backups on media in an off site location.
For another, unrelated project we ran a series of tests in 2010 on the take up of the phrase “cloud computing.” What we learned was that the actual traffic generated by the phrase “cloud computing” was far less than our client anticipated.
After a six month text, we concluded:
- There was a large amount of information about cloud computing from a bewildering range of vendors big and small
- The interest in cloud computing was less than in some other words and bound phrases we tested
- The information about cloud computing was a cloud of semantic fuzziness; that is, it was difficult to pin down specifics within the documents written about cloud computing.
What happens when you combine a retail store with a cloud computing service? You get an anchor point. Amazon becomes associated with certain words and phrases, but these may not have much meaning. Examples range from acronyms from S3 to EC2.
What happens when a company which has associated itself with this difficult to define subject has an outage? The problems of Amazon immediately diffuse across other products and services available in the cloud.
You can see an example of this semantic drift in “Amazon: Some Data Won’t Be Recovered after Cloud Outage.” The article points out that the Amazon “outage” has resulted in data that “won’t be recovered.” The problem is no one that Amazon and its customers must resolve.
Amazon’s close association with cloud computing has made the Amazon incident the defining case for the risks of cloud computing. Even worse, unrecoverable data cannot be found. Search and retrieval does little good if the data no longer exist. Services which depend on their customers locating information are effectively stranded. Those affected include “Quora, Sencha, Reddit, and FourSquare.”
So what?
This problem at Amazon provides some insight into the firm’s engineering approach. In a larger arena, the close association of Amazon with cloud computing has had a somewhat negative impact on the concept of cloud computing. To sum up:
- You can’t find information if it is not “there”
- Amazon’s engineering methods are interesting and may give some companies some additional analysis to perform
- The impact of the outage has created some pushback for other cloud computing vendors.
Will this be a defining moment for Amazon? Probably not, but it is an interesting moment. Non-recoverable is a disturbing notion to those who have to find a fact, entity, or a concept. Amazon has figured out some aspects of eCommerce. Other areas warrant additional investment which may be why Amazon’s costs are skyrocketing.
Stephen E Arnold, April 28, 2011
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A Swiftian Moment: Google Becomes the Music Biz
April 16, 2011
My broken leg and ankle notwithstanding, I want to take a moment to call to your attention a Swiftian idea: Google opens its checkbook and buys the entire music industry. Good stuff. The idea is that Google or its executives have enough money to buy the entire music industry. Yep, Arrowsmith to Nikolaj Znaider.
First, whip out your dog eared copy of Cliffs Notes for Gulliver’s Travels or click here for the free version. Second, scan it to get the drift of the satire. You will recall the Queen’s dwarfs, the former top dog of Lagado, and, of course, the Yahoos and Houyhnhnms. Third, point your browser at “Why Google Should Buy the Music Industry.” Once in the Googleplex, Google can be a player on iPods, Android devices, and elevators worldwide.
Once that Google check is cashed presto chango!
Google has power to push which could launch music consumer services on Android users and contracts with darned interesting terms on the likes of Amazon, Apple, and (why not?) Microsoft, the motion picture industry, and the pesky cable and TV industry. Each of these is annoying because Google’s objectives are either slowed, blunted, or derailed by these entities and groups.
If I were taking one of those required classes in the English Department, I suppose an essay comparing Jonathan Swift and the author of Open Source, Open Genomics, Open content’s article. However, this is the rough and tumble world of poobahism, punditry, and pontification. The idea is a good one because it would have flashed through the minds of such outstanding executives as Cornelius Vanderbilt and John Pierpont Morgan.
Nothing negotiates like power and money, or is it money and power?
My view is today’s financial climate might entertain this idea. The problem is that some would object to pragmatic capitalism applied in this manner. The method works quite well in such US sectors as telecommunications, railroads, and politics, music hits a particular chord. The “hooks” are set deep.
Alas, another solution to Google’s music woes may have to be found. Either a solution emerges or Google will face another China maneuver. At this time, China is a big, juicy, complex market. Google appears to be playing a minor role. Is music the next Middle Kingdom for Google? Makes no difference to me. I am hard of hearing. But noise I usually detect.
Stephen E Arnold, April 16, 2011
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People and Big Data: Analytics for Mr and Ms Couch Potato
March 24, 2011
I have to admit that the idea of big data and the “people” was a concatenation new to me. I just read “Data Science Tookit Brings Big Data Analysis to the People.” Let’s look at this snippet:
Data Science Toolkit offers OCR functionality to convert PDFs or scanned image files to text files, filter geographic locations from news articles and other types of unstructured data or find political district and neighborhood information for any given location. Data Science Toolkit is available as a web service online, but it can also be downloaded and run on an Amazon EC2 or VM virtual machine.
I live in Harrod’s Creek, Kentucky. The “people” in this metropolis of a couple of thousand people consists of folks who use the Internet to look at pictures, send email, and maybe check out some online information about the local basketball scene. The sophisticated data consumers mostly work in my office. I know from my good morning chats at the local filling station cum junk food outlet that I am skewing the demographics with my generalization about Internet usage. Close enough for horse shoes as my grandfather used to say.
I think the idea of “big data” is interesting. We publish a curated blog called Inteltrax that covers some of the interesting companies in the data fusion market. But if you think interest in a $1.0 million enterprise search system appeals to a narrow readership, data fusion has the same magnetism. There are not any “people.” There are college graduates with mathematical expertise and an compelling need to process information. Here in Harrod’s Creek, the “people” are more likely to check email and then fire up the flat screen to watch hoops.
Maybe the observation about “people” is a variant of Potomac Fever; that is, those exposed to the craziness of power and money in Washington, DC, think that “everyone” has the same visceral reaction to political push ups. I once heard a person who worked in a think tank describe the firm’s discussions about client engagements as “drinking our own Kool-Aid.” Tastes great, but the Kool-Aid is not enjoyed with the same lip smacking elsewhere. When was the last time you guzzled pumpkin or red bean Kool-Aid?
My view:
- A useful service such as the one described in the write up looks a heck of a lot more magnetic than it may be. That’s the unsupported assertion about “people” when the reality is that a tiny percentage of savvy folks will get with the big data program as a Web service.
- The notion that “people” can manipulate big data and find a pot of gold at the end of the analytics rainbow is charming, but essentially incorrect. There are quiet a few considerations to evaluate in the big data game. A shortcut can save time but also put the rental car in the ditch.
- Big data are the norm in many online operations. What is helpful to me is to explain that a tiny percentage of those with big data know what to do to squeeze nuggets from the log files.
Quite a story for me: I thought it was one of those PR, promo, search engine optimization type write ups. I then realized it was a Kool-Aid break after a lunch break in Silicon Valley where there is no Internet bubble. Absolutely not.
Stephen E Arnold, March 25, 2011
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Is eBay Changing Direction?
March 8, 2011
Exorbyte just released some interesting news on its blog, “eBay is Magento’s Secret Investor – Internet Retailer”. It appears the leader of online marketplaces is finally catching on to its smaller merchants’ complaints. So much so that eBay had acquired a 49 percent stake in Magento, the open source ecommerce Web application. Exotbyte Commerce Search is available as a plug-in for Magento.
Here’s one snippet from the Exorbyte write up:
“This is confirmation that there will be an ongoing market of small online retailers who do not want to operate within the restrictive and expensive platforms of eBay.com or Amazon.com; where fees are high and they have no or little control of the customers relationships. This market of small online retailers using installed or hosted ecommerce platforms is where Exorbyte Commerce operates.”
The question in Harrod’s Creek is if eBay’s obvious need to appeal to its lower volume patrons foreshadows some version of a buyout on the horizon. We shall see. eBay has become dependent for sizzle on PayPal. eBay’s original service seems a trifle dowdy. Magneto is a fresh name at least.
Sarah Rogers, March 8, 2011
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Travel Search: Are Google and Microsoft Confused?
March 8, 2011
I read “Ex-Microsoft Employee: 5 Things The Kayak Deal Tells Us About Bing” and took a moment to think about travel search. My personal view of travel search is that it is not very good. Services that promise discount travel play more tricks than a mid tier consulting firm reporting an objective, independent study of search systems. One example is the magic of taxes and fees. Another is the time out trick. Wait too long to click and the search goes dead. Rerunning the search yields a flight listing with the trip one was thinking about gone missing from the list. Clever? Yes, clever indeed.
I think the background for thinking about travel is Google’s effort to acquire a big travel aggregator. That deal is making headlines with its effort to buy ITA Software. You can read Google’s statement at “Facts about Google’s Acquisitions of ITA Software” and then check out the pros and cons on many, many Web posts. I have ignored this type of deal because airlines are starting to play hard ball with aggregators and middle people. Airlines are finally starting to figure out that if they emulate Southwest, they can make some extra money. Now airlines and giant outfits like Google are going to be engaging in a love-hate relationship. Apple has already figured out that its monopoly position allows it, not the content providers, to make the rules.
Nevertheless, I spent a few minutes pondering the Microsoft Kayak deal. Here’s a key snippet from that write up:
Forget vertical. It’s more fun being horizontal. A few years ago, Microsoft thought that they could compete with Google by chipping away one vertical at a time. For example, they bought Farecast to do travel, they did the awful cash back promotion to chip away on shopping search, and then they made a lot of noise in the marketplace about how their maps and pictures were delivering better results then Google. Now it looks like Microsoft is going to focus again on general search.
In my opinion, this passage makes clear that Microsoft is flip flopping and reacting to a number of real and perceived threats. Nothing new, of course. But the statement “Microsoft is going to focus again on general search” caught my attention. Here’s why:
First, I think few people realize that the depth of the Microsoft and Google indexes are not well understood. The action is in the information that gets clicks. This means that when one looks for health care testimony before the US Congress, there will be less information than information about Lady Gaga’s meat dress. The perception that the indexes are deep, wide, and current is one thing. The reality is quite another. The big search services are now little more than collections of vertical content.
Second, the notion that travel search is going to remain objective is off base as well. Airlines will pay to get traffic. Airlines will then try to exclude any other outfit in the food chain from getting a piece of the action. So finding and buying tickets is going to remain a cat and mouse game for quite a while. Who will lose? Probably the ticket buyer like me.
Third, individual brands like Kayak get traction and then get sucked into the maw of a larger outfit. Then the brand magnetism dissipates and whatever benefits were perceived at the time of the deal. Two things happen. Entrepreneurs move into the same space and the acquired outfit begins to decline in potency. You may disagree, but I am comfortable with my generalization. Hey, it happened to our Point (Top 5% of the Internet) and it has happened to other outfits as well. Anyone remember Dodgeball?
Now why confusion?
The companies are taking a tactical approach to this market. One hypothetical strategic view is that Microsoft and Google may have to buy airline companies to get control of ticket sales. Without direct ownership of search, some of the other types of deals are going to be subject to tectonic pressures that will shatter the tie ups. Short of becoming airlines, the air ticket segment of travel will remain a geologically active area for a while. A collection of tactics may yield a victory, but I think tactics will keep the sector unstable which is typical of today’s business machinations in my view.
Stephen E Arnold, March 8, 2011
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EasyAsk Puts Shopaholics in the Store Cart
February 22, 2011
Fueling shopping addictions just got better with EasyAsk eCommerce Edition Version 12. PR Newswire alerts us about the new development: “Shop-aholics Enabled by EasyAsk eCommerce Software; 72 Million Transactions Represent Billions in Sales as v12 Introduced.” EasyAsk is known for its natural language technology, lowest cost of total ownership, and the best-value for enterprise-class search and enterprising. These features plus new additions enhance the eCommerce shopping experience.
The new features in EasyAsk Version 12 are: search engine optimization, search auto-complete, NetSuite integration, product review attributes, and integration with product recommendations engines. We learned:
“The EasyAsk platform has tens of millions of dollars in R&D investment to-date and we have a strong commitment to our customers and the market in continuing our industry leadership position,” said Craig Bassin, CEO of EasyAsk. “EasyAsk eCommerce Edition Version 12 continues to make our software easier to use while providing new e-commerce search and merchandising techniques which customers can take advantage of.”
EasyAsk Version 12 are compatible with older incarnations and can easily be updated. The online marker continues to grow and this is where more businesses will head in the future. I question whether using Santa Claus as a professional reference is the best idea, though.
Whitney Grace, February 22, 2011
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Omnica Makes a Move
February 12, 2011
The U.K.’s Omnica brings to the U.S. its tools for multichannel management, the process of syncing orders through sources from Web site to storefront. “A Look at Omnica’s Software Suite for the U.S. ” at Multichannel Merchant reviews their offerings in detail.
Among the highlights are tools to support multiple Web site versions with different languages and currencies. Helpful automated processes include upselling, reordering, emailing, and follow- up notations. The reviewers are enthusiastic about the software’s item management and promotions functions, as well as it’s master planning/ forecasting module. See the above link for many more details.
Omnica’s website says of its company:
“Omnica builds solutions for multi-channel retail, based on Microsoft’s impressive Dynamics AX product. . . . No-one better understands software applications for the sector, and no other vendor combines Microsoft Dynamics’ powerful product solution with a single focus multi-channel merchants’ requirements.”
We think this is important because Omnica could move into e-commerce markets that certain search vendors have been working hard to keep in their tent. Omnica could be the camel that pokes its nose into that tent and woos away some significant customers. Warrants watching we think. Brainware has had success moving into the back office business process sector. Omnica may have a play with its strategy too.
Leslie Radcliffe, February 11, 2011
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Exclusive Interview: Sam Brooks, EBSCO Publishing
January 18, 2011
We have been covering “discovery” in Beyond Search since 2008. We added a discovery-centric blog called IntelTrax to our line up in September 2010. One of the companies that caught our attention was EBSCO Publishing, one of the leaders in the commercial database, library information, and electronic publishing sectors. EBSCO has embraced discovery technology, making “search without search”, faceted navigation, and other user-centric features available to EBSCO customers. Chances are your university, junior college, middle school, and primary school libraries use EBSCO products and services. Thousands of organizations world wide rely on EBSCO for high-value, third party content, including rich media. You can get the details of the EBSCO content and information services offerings at http://www.ebscohost.com/.
I wanted to know how a company anchored in online technology moved “beyond search” so effectively. I spoke last week with Sam Brooks, senior vice president of EBSCO Publishing. He told me:
As library users have grown accustomed to the simplicity and one-stop shopping of web search engines, EDS allows users to initiate a comprehensive search of a library’s entire collection via a single search box. The true value of EDS is that while providing a simple, familiar search experience to end users, the sophistication of the service combined with the depth of available metadata allows EDS to return extensive results as if the user had performed more advanced searches across a number of premium resources.
EBSCO’s presentation is easily customized. This particular user interface matches the rich options available from such companies as i2 Ltd. and Palantir, two leaders in the “beyond search” approach to information.
The new discovery interface makes it easy to pull together a broad range of content to answer a user’s query. The interface then goes farther. Exploring a topic or following a research thread is facilitated with the hot links displayed to the user. The technology for the user interface is intuitive. Mr. Brooks told me:
By using our EBSCOhost infrastructure as the foundation for EBSCO Discovery Service (EDS), the entire library collection becomes available through a fast, familiar, full-featured experience that requires no additional training. Additionally, unprecedented levels of interface customization allow libraries to use EDS as the basis for creating their own “discovery” service. Currently, users can access EDS via the mobile version of the EBSCOhost interface. Further, there will soon also be a dedicated iPhone/iPad app for use with EDS as well.
For the full text of the exclusive interview, navigate to the Search Wizards Speak feature at this link.
Stephen E Arnold, January 18, 2011
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