Google and Penguin: Bookending a Revolution

By | November 22, 2011

By Jeremy Wagstaff

(my syndicated Loose Wire column.)

As I write this two significant events are taking place: Google has said it will tie up with the American Booksellers Association—the U.S. trade group for independent bookstores—to sell ebooks.

And there’s a conference in Bristol celebrating 75 years of the Penguin paperback.

Both are milestones. And both carry with them great innovation in the book industry, though one sees the future and one doesn’t.

Penguin was set up by a guy called Allen Lane in 1935 because he couldn’t find something decent and cheap to read on the train. So he came up with idea of a paperback book—which had been around, but only for trashy fiction, not serious stuff.

He gave them good covers and made them dirt cheap. And sold them by the truckload. Some of them he sold in a dispensing machine in the Charing Cross Road they called the Penguincubator.

Lane died in 1970, not quite sure what he’d created. On the one hand he’d brought reading to the masses—converting, as he put it, book-borrowers into to book-buyers—but he wasn’t overly excited by the kinds of thing these people wanted to read.

So I’m probably wrong, but if he was around today, I’d like to think he would have seen the future and turned all his stock into ebooks.

Now don’t get me wrong. Part of me doesn’t like this. I worked in bookshops for three years of my life and, frankly, unless I was working for the Peak District Promotion Board I couldn’t think of a better job.

But let’s face it, books are dead. They’re a great technology, and will always be a great technology, and we’re not getting rid of them because they don’t work. We need to get rid of them because they don’t fit this new digital world.

I realized this when I went to visit a guy running a second-hand book business in rural England a few years ago. He was working out of an old electricity sub-station and I’d never come across someone so surrounded by books and yet so miserable.

The substation had two rooms. One had shelves to the roof, laden with books. The other was just a mountain of discarded paperbacks—a tip for all the books he knew he’d never sell. “My job,” he said mournfully, “is to move the books from the shelf room to the tip room.”

Some books were sometimes worth something, but if their price went up on Amazon or some secondhand book website, quickly people would find copies in their attic and the price would plummet again. His business, in a word, was dead.

The truth is that we don’t really know what to do with our books. We love to have them around us, and we probably love to wander around second-hand bookshops, but they’re out of place in this digital age, where all the wisdom of the world is a 22 millisecond search away.

What is the point of wandering around Haye-on-Wye looking for a particular tome when we could find the same thing online and download it to our Kindle in a matter of seconds?

Yes, I know, there’s the thrill of the chase. The joy of being among books, their aroma, of feeling their pages crinkle and crisp in our hands. Of its solid comfort as we hold it under our arm or slip it in coat pocket.

But we can’t afford to indulge ourselves anymore. Books are eating up trees, eating up space, and, most importantly, holding back what Allen Lane might have identified as the logical next step in his revolution: making books available to all.

Books, basically, have to be decoupled from this romantic world and plonked into the digital world of knowledge, of accessible information, of blogs, twitter, Facebook and YouTube.

Now we expect our information to be cheap, if not free, and at a finger-tip’s touch. In short, books need to be released from their paper past and converted into something cheap and movable. Into things we can read on trains, on planes, in bed, waiting for friends. Into ebooks.

And this is where Google comes in. If it does it right, it will make Kindles—where you can only read books you bought on Amazon—or iPads—where you can only read books you bought on Apple as absurd as they already sound to my ears.

Google will, I hope, allow you to buy any book you want from any online bookseller you want and read it on any kind of device you want. They’ll give us the same freedom Allen Lane gave our forebears back in 1935.

I hope it ushers in a world where we still peruse physical books in stores, but then we buy a coffee in the bookshop cafe and download the book, all paid on the same bill. The books on the shelves are there just to help us choose.

And, if Allen Lane were on that Exeter station without something decent to read, he could get his books over the air. At a decent price.

It’s not as romantic as the past. But then we’re not in Pride and Prejudice anymore. We’re in a world of digits.

Maybe Mr. Lane wouldn’t have approved of what we were reading, but I’m sure he’d approve of how.

Using LinkedIn to Research Spies Like Us

By | November 22, 2011

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Several of the 11 alleged Russian spies leave interesting imprints on LinkedIn, suggesting rewarding pickings for journalists.

Donald Heathfield, for example, had 74 connections.

His specialities sound like they could equally applied to espionage:

Comprehensive management of Risks and Uncertainties, Anticipatory Leadership, Building of Future Scenarios, Development and Execution of Future Strategies, Capture of Strategic Opportunities, Global Account Management

Amusing to hear the recommendations:

“Refreshing to work with him as he puts complexe initiatives together that always fits with the end goal that was laid out as our objective.” November 3, 2008

Gerard Bridi, President, Accor Services WiredCommute
was with another company when working with Don at Future Map

“Working with Don is very enjoyable. He has a pleasant style, whilst always acting professionally. Very results and solutions focused. He does not get flustered when problems occur, patiently facilitating teams to craft a way through to their end goal.” November 2, 2008

Top qualities: Great Results, Personable, Expert

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Tracey Foley (Ann Foley), Heathfield’s wife, doesn’t have so many connections (20) but she’s a member of many groups—including four French related one and a Singapore group one. We know that Heathfield had connections in Singapore and Jakarta. Something to explore there?

Michael Zottoli appears to have a LinkedIn account, but only 10 connections and hasn’t updated it since his move from Seattle to Virginia. Patricia Mills, his wife, doesn’t seem to have a LinkedIn account.

Mikhail Semenko had 124 connections, a twitter account (10 followers, 3 tweets) and a blog about China (one post talks about the need for greater Russia China cooperation).

Richard/Cynthia Murphy NJ. Cynthia has 98 connections on LinkedIn and is a member of three groups. Christopher Metsos has no LinkedIn page that I could find.

Anna Chapman’s public profile seems to have been removed. But her main profile is still active, (you can also find it here.) and indeed, her company, PropertyFinder Ltd, has a similar name to Ann Foley’s public LinkedIn profile page: homefinder. A link there, maybe?

Her twitter feed stops abruptly on June 26 at 4.46 am (and yet wasn’t arrested until June 28. I guess she took the weekend off.) She was following a lot more people than were following her (687 vs 277, but she was really only just getting going: After tweeting first on March 13, she didn’t do much until June 16, after which she was tweeting every few hours. Could something have prompted her into more frequent updates?)

She also has a number of recommendations, from Said Abdullaev, a VP of Moscow-based Fortis Investments, who offered this:

“Anna’s entrepreneurial flair does not cease to amaze me, she sees opportunities in places were most would not think to look, and she makes them work.” November 24, 2009

Why Google Needs China?

By | November 22, 2011

Playing with the AdMob data on iPhone and Android devices—which is a bit old now, the U.S., a much bigger iPhone/Android market than the rest of the world, reflects the worldwide distribution of iPhone vs Android devices (the blue is iPhone):

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The pattern seems to be mirrored elsewhere, but not evenly. In Australia, particularly, there seems little room for Android right now. Look at China, though: Almost as many Android devices as there are iPhones:

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Ironic, really, that Google is so dependent on China to make headway with its phone OS. The third tier of countries follow a similar distribution:

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Why Hotels Should Avoid Social Media

By | November 22, 2011

By Jeremy Wagstaff

(this is a copy of my column for newspapers)

If The Wall Street Journal is to be believed—and as a former contributor I’ve no reason to doubt it—the best way to get decent hotel service these days is to tweet about how bad it is.

And reading the piece made me realize that, when it comes to an industry like the leisure industry, social media can only be a disaster for your brand.

An article by Sarah Nassauer says that “hotels and resorts are amassing a growing army of sleuths whose job it is to monitor what is said about them online—and protect the hotels’ reputations.” It also offers a handy list of eight tips on how to “snare better service”, including:

Before you check-in: Post a comment on the hotel’s Facebook page or send a tweet saying you’re looking forward to your stay. A savvy hotel will put you on its radar and may dole out perks or give specialized service.

or this one:

Have a lot of online friends or followers. Hotels will pay more attention to your requests.

Now I’m a big fan of social media. And hotels. And the Journal. But this kind of advice is WRONG.

Basically, what the paper is suggesting is that you abuse social media, and the hotel’s check-in system, to snag yourself better service. Unfortunately it betrays a distinct lack of understanding of how things like Twitter work.

First off, you don’t just “have” a lot of online followers or friends. Followers and friends are earned through providing interesting commentary, in the case of Twitter, or being there for them, in the case of friends. OK, you can buy both, but that’s not the point.

Although I suppose you could calculate your savings through free hotel upgrades and offset that against the purchase off Twitter followers through services like usocial (“become an overnight rock star on twitter!”).

Now I’m not averse to hotels and other companies using Twitter and Facebook to keep an eye on what people are saying about them. That’s good, and, frankly, it should have happened a long time ago. I’m frankly amazed that companies measure their footprint on social media quantitatively rather than qualitatively: in other words, they count the number of followers they have, rather than look closely at who those followers are, learn about them and recruit them as unpaid evangelists.

As the piece mentions, hotels and resorts are setting up their own social media monitoring centers which sound like Churchill in the bowels of London in the middle of the  blitz, but is probably more likely some overworked drone monitoring a laptop in the hotel kitchen or a workaholic F&B manager checking TripAdvisor his BlackBerry while his wife is delivering their 4th baby.

The problem is this: Social media is social. If I grumble about my hotel on Twitter, it’s presumably because the other options open to me aren’t working. And those options usually involve something other than boring all my friends about the state of the bath, or the shortage of Mountain Dew in my minibar.

These are things that I should be bringing up with room service, or the front desk, or the F&B guy. If I’ve started twittering about it, it’s proof the system doesn’t work.

So, unless I’ve got really patient followers and friends, using them as a platform for my grumbles isn’t only an abuse of social media, it’s an abuse of my friends.

The problem with the Journal piece is that it assumes that social media is merely a public platform for self-promotion: either for getting better deals, or for getting better service.

But it’s not. Social media only works because we’re interested in what other people are saying. Those people who tell the world they’re about to have coffee don’t have many followers, unless they’re someone famous.

The value in social media—in any network—is the information it’s carrying. Whines about the view from one’s room isn’t information. It’s a whine. (Unless of course it’s me, in which case I’m being wittily ironic in a post-modernist sort of way.)

The proof, as they say, is in the pudding, and a recent case in point: hotel guest complains about the quality and price of Internet in their hotel on Twitter, including the hotel’s twitter name. Hotel responds within seven minutes, asking guest to direct message them—in other words, to send a message that can’t be viewed by anyone else.

So, now the conversation goes offline. No more tweets that anyone can read. In short, guest is basically saying to his followers: I’ve got what I wanted, thanks to all of you for helping me get my way. Hotel is saying: We’ll solve this problem privately, thank you, and leave no-one the wiser about whether this was a one-off complaint or something other guests may have to worry about.

Neither respects the audience on social media who have to watch this public face-off and miss the private make-up.

The upshot: Guests learn that twittering gets results. Hotels learn that twitter guests can be bought off as easily as non-social media guests. And the followers of that particular twitterer come away none the wiser and feeling slightly used.

For sure, it makes sense to use social media as a platform to air your grievances–if other paths have failed. If you want to warn others. Just like writing a letter to the editor back in the old days.

But hotels and other companies that scour social media to buy off bad-mouthers will do terrible damage to themselves, and to social media, if they seek to reward anti-social behavior. If you broadcast to social media that bad-mouthing your brand pays dividends, expect to get lots of bad-mouthing on social media.

If you then try to solve the problem in private, all you leave is a paper-trail of bad-mouthing, and no happy ending.

So the solution is simple: Social media should be monitored. Grievances should be addressed. But rather than setting up time-consuming twitter monitoring teams money would be better spent on developing rapid responses internally—a instant messaging service only accessible to guests, say, or a texting service so guests don’t have to listen to jingly jangly phone music while they’re being connected to reception.

It comes back to an old adage: Social media is not another broadcast platform. It’s a very public forum. So having a twitter feed is a life-time commitment to allowing every customer grumble to be seen by everyone on the planet. Don’t go there unless you have to.

Instead, keep those private channels with your guests as free of friction as possible. Don’t encourage them to go public, because however it works out, it won’t be pretty.

Oh, and provide a decent service. That always works.