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Video Births the Internet Star

Convergence New technologies stand to make Internet video as useful and ubiquitous as the telephone. How will it work for your company? You’ve heard it all before, and not that long ago. Teleconferencing was supposed to drive airlines into the ground. Telecommuting was going to make office complexes obsolete, and we were all going to work in our bathrobes. Television was going to converge with the Internet and the computer to form one big box. It’s easy to mistake the progress of the present day for the revolution of the near future. In 1993, Time magazine wrote, “Suddenly the brave new world of video phones and smart TVs that futurists have been predicting for decades is not years away, but months.” And that was not the first time such a promise had been made. Gad Liwerant, president and CEO of VideoShare, a provider of Internet video services in Watertown, Mass., says, “More than 35 years ago the big telecom carriers were always saying the phone was going to come with a screen, but it never really took off.” Well, this time it’s different. Really. This time there’s not just one silver-bullet technology that will supposedly revolutionize the ways in which we do business but rather a convergence of technologies that are all advancing at once. And they will all help deliver cheap, convenient high-quality video over the Internet. “Video’s going to be integrated into everything from your PC and your TV to your cell phone or PDA,” says Neal Manowitz, vice-president of marketing and business development for Vingage, a Reston, Va., company that creates server software for online video delivery. “If you launched a Web page today, you’d be shocked if there wasn’t a picture on that page. Five years from now, you’ll be surprised if you don’t see video. It would be like turning on the TV today and seeing a still image.” Sounds like the grandiose pronouncements of the past, no? But here’s what’s different now: advances in the software used to compress and deliver video, combined with increased computing power and the spread of high-bandwidth delivery services, are fostering the creation of new Internet video technologies. Providers are already creating wild new consumer services. Sony’s ImageStation.com, for instance, allows users to archive and share home movies online. And on the way are new tools that will offer even small businesses the capability of using live and recorded video for everything from Web brochures to training to customer service. Of course, we heard the same kind of promises about the picture phone. And a video clip, or even a two-way live videoconference, will never replace a face-to-face schmooze with your best customer or lead investor. “People have been dreaming about video as a travel substitute since the oil crisis,” says Paul Saffo of the Institute for the Future, in Menlo Park, Calif. “It’s a myth. The more we communicate electronically, the more we go to face-to-face meetings.” So the new promise of video is not the replacement of air travel or television or telephones as we know them. It’s about technologies that are satisfying, cheap, and easy to use, and that don’t require special equipment. You can see the difference already with devices like Web cameras. “Even a few years ago, you had to open your machine, install software, and then set up the camera,” says VideoShare’s Liwerant. “Now all you have to do is plug the camera into a USB port.” In the same way, Internet video is finally getting good. “Video technologies are going to provide a revenue-generating opportunity that never existed before. It’s an entirely new channel,” says James Canton, president of the Institute for Global Futures, a high-tech think tank based in San Francisco. Canton’s research predicts that E-commerce sites with live video will generate more sales than competitors without such features will be able to do. Right now, says Canton, 75% to 80% of people who are looking to make a purchase online fail to do so, largely because they get confused. “There’s no one there to help them,” Canton says, adding that video — either a product demo or a live, two-way help center — could conceivably provide that assistance. “Small businesses should be adopting this stuff faster. It will give them a chance to establish brand awareness, whereas big companies aren’t going to change so fast.” Taking that step shouldn’t be too scary, says Dominic Milano, editor-in-chief of DV (digital video) magazine, in San Francisco. “There’s no real barrier to entry anymore. The tools are more powerful, and they’re really cheap. It really all came to a head at some point in the middle of last year. It’s like somebody threw all the pieces in a big stew pot, and it started to congeal.” The new promise of video is not the replacement of air travel or television or telephones as we know them. It’s about technologies that are satisfying, cheap, and easy to use. One of the advancing technologies bringing better video to the Net is compression software. Here’s how it works: A piece of software reviews a video file, effectively “deciding” which parts of the picture don’t have to be duplicated for every frame. Think of the passionate beach scene in From Here to Eternity, in which Deborah Kerr and Burt Lancaster are all over each other on the sand as the surf encroaches. A compression algorithm would review that scene and see that the sand and the sky are pretty much static. Only the wriggling actors and wild waves would need to be updated in every frame. That cuts down the size of the file. Once the file is compressed, it’s translated into file formats (such as those developed by RealNetworks, Microsoft, and Apple) and delivered to viewers through streaming-video service providers (such as Yahoo Broadcast, I-Beam Broadcasting, Activate, or Digital Island). Competition among such developers and providers has kept up pressure to make delivery more efficient. RealNetworks now uses an Intel compression system called SureStream, which functions like the advance team for a presidential candidate. When a user clicks on a video file, SureStream shoots out ahead to detect the speed at which he or she is connecting to the Internet. Then it matches the downloading speed to the user’s connection. That way, even users with slow-modem Internet connections will be able to watch the clip, although not with the same quality enjoyed by someone with a broadband connection. Improvements in compression and delivery of video files have boosted traffic on the Internet to the point where it often threatens to overwhelm the Net’s capacity. So there is a third technology in play that will help expand access to high-quality Web video: improvements in the capacity of the Internet itself. “The Internet became its own worst enemy,” says Sanjay Srivastava, vice-president of enterprise services for Akamai Technologies, a kind of Internet traffic cop headquartered in Cambridge, Mass. Akamai helps manage traffic on the Internet through hundreds of networks it has installed in countries all over the world, which it operates from a room that looks like the NORAD command center, with giant screens displaying maps of the continents. You can store multiple, or redundant, copies of Web pages — including video — on Akamai’s servers. So if your company is in Indiana and you want to stream your financial presentation to investors in New York City, you can hook it up to a server in Manhattan, rather than one in Muncie, to send it more efficiently. “We’re a visual species. You can go back and find cave drawings from thousands of years ago” to prove it, says James Canton, president of high-tech think tank Institute for Global Futures. A fourth frontier that technology has now crossed enables users to receive fat video files, thanks to the increased power of personal computing and the spread of broadband delivery. According to senior analyst Jeremy Schwartz of Forrester Research in Cambridge, Mass., about 5 million homes will have broadband Internet access at the end of this year, with a critical mass of 19 million households wired up by 2002. So where are the great new business tools? They’re coming, and very soon. Already, developers are providing new products that make video more flexible. For example, there’s Krishna Pendyala, who six years ago was assistant director of a National Science Foundation project at Carnegie Mellon University that focused on making video a more meaningful communication tool. “Text can communicate only 7% of a message,” Pendyala says. “The rest is body language, the audio, the visual content.” Or as futurist James Canton says, “We’re a visual species. You can go back and find cave drawings from thousands of years ago” to prove it. Pendyala and his fellow researchers tried using technology to map out important messages on video, including software that could “recognize” speech and language patterns as well as images. Essentially, they were indexing video electronically, a task traditionally carried out manually by a lot of employees fortified with cases of Pepsi. By 1997, Pendyala and his team had founded MediaSite in Pittsburgh, and last year they launched an Internet-video search engine. That Carnegie Mellon project has spawned a technology that will surely be a boon for companies with archived video, and it’s ready now. Businesses that are already using it include a health-information Web site and a conference producer. Companies are also already using Internet video to communicate with customers and investors. CUseeMe Networks, headquartered in Nashua, N.H., has launched two-way videoconferencing on the Web at www.cuseemeworld.com. The service is free, except for the $99 Web cam you need to beam your gorgeous mug out over the Internet. “Teleconferencing was a niche market with a few hundred thousand units worldwide running on ISDN lines,” recalls CEO Killko Caballero. “The proprietary equipment cost $100,000. Early-stage PCs couldn’t handle video.” Today, Caballero says, the company makes money by hosting the back end of other companies’ face-to-face Web call centers. Novell and Ericsson recently launched a video instant-messaging service with CUseeMe’s technology. Liwerant’s VideoShare offers video E-mail as well. Most of the business tools being forecasted for the new age of Web video, however, have yet to be invented. Not until Internet video is truly ubiquitous will all the possibilities become apparent. “Streaming is one of the first truly converged voice, video, and data applications on the Web,” says Alex Benik, an analyst at the Yankee Group in Boston. “It’s the forerunner of truly futuristic next-generation applications that will run on IP-based networks.” Applications now in development include “hotspotting,” a kind of video version of Amazon’s “1-Click.” Hotspotting would allow you to, say, watch a clip of an Olympic snowboarder and click on his board. That would process an E-commerce transaction. Two days later a snowboard would appear at your door and a charge would show up on your Visa bill. Some new tools may be built from current technologies. For example, there’s Princeton Video Image’s virtual advertising technology, which is used at sporting events to superimpose digital images on stadium walls. The company says the same effect could be created using Internet video. And MediaSite introduced a video-skimming product at the end of last year. Video skimming uses speech- and language-comprehension software to find key themes of a video presentation and take out all the “Thank you very much for coming” stuff. The resulting thumbnail videos are as much as 90% shorter than the originals, so they save time and bandwidth. Progress on another tech frontier — wireless — will help make video easier to use. Japan is leading the way on this one, but industry watchers predict it will be only a year to 18 months before the United States sees streaming video on a handheld personal digital assistant or a Web-enabled phone with an improved display screen, no cables necessary. “Right now you can access the Internet and get some content delivered to your cell phone,” says Vingage’s Manowitz. “Imagine how much more powerful it will be when that content is video.” In video, content is the killer app. And the first companies to explore the new uses of Web video are, so far, content producers and providers like E Screening Room. Founder Ward Bouwman spent a year in E-mail conversation with RealNetworks engineers before deciding that the time was right to launch his documentary-film E-commerce site. Bouwman, a former Discovery Channel documentary associate producer, says technology has caught up to his business concept: using the Internet to eliminate the middlemen who take big cuts from a film’s profits. “It’s hard for documentaries to find the right target audience because the audience is not geographically oriented. They’re communities of interest. That’s why the Internet is an ideal medium,” Bouwman says. “So I’ve been watching the technology, building the Web site, and testing it. For us, the video is of good-enough quality right now.” But for most business users, the issue isn’t so much quality as it is utility. “The next step is, How do you take all this streaming capability and tie it in to your back end — your employee-learning management and your customer- relationship-management database?” says Akamai’s Srivastava. “When you do a live video presentation online and Joe Blow customer asks a question, you want to know that Joe buys $40,000 worth of stuff a month or that he hasn’t bought anything in three months. You can respond to his question a lot more intelligently.” Video can be tied in to just about any business function. Training is an obvious application. But there are industry-specific applications as well. In manufacturing, for example, you’ll be able to diagnose and repair machinery from a remote location. “We should stop looking at video as something discrete or separate from the rest of the world. It’s like telephony,” says Christine Perey, a video-technology consultant based in Placerville, Calif. “It’s part of HR, part of supply-chain management, part of financial planning with your retirement consultant. It’s embedded. It doesn’t have to be considered the primary application. The primary application is, What do you want to do today?” “Right now you can access the Internet and get some content delivered to your cell phone,” says Neal Manowitz, vice president of marketing for Vingage, which creates server software for online video delivery. “Imagine how much more powerful it will be when that content is video.” Skeptics will — and should — wonder whether any of this will happen, and if it does, what it all will mean. According to Perey, even if you removed all the technological barriers, there would still be the human factor. “Do you remember how uncomfortable we used to feel leaving voice mail and how awkward it was to receive it? Today getting a live person is the exception to the rule,” she says. “It’s the same with video. We need to get to a level of user familiarity, user comfort. Then not only will people not be afraid of it, but it will be one more step in lowering the perceived difference between small and large businesses, just as the Internet has lowered the access barrier of small businesses to global audiences.” Another detail that will have to be worked out before video reaches the no-brainer status of the telephone: billing. How will all the new streaming-media providers charge customers for their services? “Pricing is an extremely deep black hole,” says Perey. “Think about how a cell phone works,” says MediaSite’s Pendyala. “When you’re on a call, the signal jumps from one tower to another, each one owned by somebody else. Imagine if you got 150 bills a month from all those tower owners. I guarantee I would not use a cell phone. There needs to be a whole industry cooperating for video. It has to be easy to buy, easy to install, and easy to use.” Perey predicts, “The most successful model in the future is going to be a blend of a subscription model and a premium fee for services as you go.” It’s likely that the greatest benefits of video are things we haven’t even thought of yet. “The next-generation Internet will become more secure and faster, but ultimately it will become more intelligent as well. Video enablement is just a part of that,” says futurist James Canton. Jill Hecht Maxwell is a reporter at Inc. Technology. Please e-mail your comments to editors@inc.com.

Traffic Will Make You Rich: The Word from the Experts

Myth 2: Traffic will make you rich REALITY CHECK: Selling well makes you rich. Traffic only provides eyeballs Cramer: Revenues are what will define things in the end, but people live and die by the Media Metrix site-traffic reports. Wall Street is obsessed with them. I swear to God, if you want to make big money in the stock market, go to Springfield High outside Philadelphia. Get a bunch of kids and say, “Surf this site all day long, and I’ll give you 20 Gs.” You’ll generate a huge amount of page views, which is what wins in the market today. Johnson: Sites like Blue Mountain Arts’ E-greeting-card site succeed because they provide something that attracts people, and in the Internet world that’s a useful model. It may make business-school people scratch their heads, but traffic to a portal gets a person to hit some other channel buttons and use other content. Morgan: A lot of companies, like Blue Mountain Arts, are specifically aggregating an audience, and they’ll figure out what to do with it later. The question is whether an audience used to doing things for free will ever pay for them. Randall: There is a common belief that you should basically spend an infinite amount of money to promote your site. What you’re starting to see is that at the end of the day, you have to have a real business model. Rich: Bottom line: you’ve got to have users and customers. Driving visitors to a site is not a guarantee for a viable business. THE TRUTHMONGERS To help us deconstruct the myths of the Web, we turned to expert observers of the Internet phenomenon. Their comments can be found after each of the case studies we presented. Here are their credentials: Martin Anderson , management professor at Babson College, in Wellesley, Mass., advises executives who are transforming their traditional companies into “click and mortar” businesses. James J. Cramer is the brash cofounder of and columnist at TheStreet.com. He has built successful careers as both a journalist/pundit and a hedge-fund manager. Kathleen Eisenhardt is a professor specializing in competitive strategy at Stanford’s School of Engineering. She recently coauthored Competing on the Edge: Strategy as Structured Chaos. Chip Hazard is a general partner and E-commerce specialist at the venture powerhouse Greylock, in Boston. He helped launch the e-Steel exchange. Tod Johnson , chairman and CEO of Media Metrix Inc., based in New York City, is a widely recognized expert on brand loyalty. Ted Leonsis is president of AOL Interactive Properties Group. In his first three years at America Online (starting in 1994), it grew from about $100 million in revenues to $1.5 billion. Kelly Mooney is director of intelligence at Resource Marketing Inc., a technology-marketing firm in Columbus, Ohio. She has helped companies such as Victoria’s Secret develop their on-line strategies. Allen Morgan is a general partner at Mayfield Fund, in Menlo Park, Calif. He has been involved in more than 350 venture-capital investments and public offerings. Bo Peabody is a cofounder of Tripod Inc. and vice-president of network strategy at Lycos Inc. When he was still in college, Peabody founded Tripod, which helps people build their own home pages. In 1998 he sold the company to Lycos. Scott Randall is founder and CEO of Internet-auction hosting service FairMarket Inc. Randall has been involved in E-commerce since 1995, when he launched an on-line store. He has been president of the Internet Shopping Network and Yahoo Marketplace. David Rich is vice-president of marketing and brand guru at Bigstep.com, which provides on-line services to small businesses. He previously orchestrated brand campaigns for Walt Disney, Pepsi, and Jamba Juice. THE 7 MYTHS OF THE WEB ECONOMY Myth 1: Building a Web site is easy The word from the experts Myth 2: Traffic will make you rich The word from the experts Myth 3: Smart money makes you smart The word from the experts Myth 4: Razzle-dazzle makes Web sites great The word from the experts Myth 5: Brand is everything The word from the experts Myth 6: Wild ads make Web stars The word from the experts Myth 7: Community, community, community The word from the experts Plus: Tales my guru told me Dispatches from the Web economy Back to Intro, ” I Was Seduced by the Web Economy”

Razzle-Dazzle Makes Web Sites Great: The Word from the Experts

Myth 4: Razzle-Dazzle Makes Web Sites Great REALITY CHECK: Bells and whistles are fun but not always functional Cramer: The look and feel of a site is meaningless. What matters is speed. People want to get in and get out. Until they get technology so that pictures and graphics don’t delay load time, all pictures should be banned. Eisenhardt: Fancy graphics and animation don’t buy you anything. There’s a minimum level of slickness you want to see when you go to a site, and people will probably add those features as broadband becomes more common, but I expect you’ll see a lot of diminishing returns as well. Hazard: Fancy front-end technology slows down the user experience. Ultimately, that will turn people off. I was shopping on toy sites from home the other night. One loaded in one second, and one loaded in 15. Guess which one I bought from? Leonsis: There are sites out there that are just functional. Look at Yahoo. It’s not fancy; it’s just gray and blue. Look at us at AOL. We’re pretty much a flat site. You want to make buying really fast and easy. No videos, no bells and whistles. Just get to the point. Mooney: This has been a big myth for the last couple of years. There’s a tremendous focus on the cool things you can do. Technology has gotten ahead of the concept in many cases. The more important thing is to know what people want. Peabody: As broadband becomes more common, you’ll have to have this stuff. But today it’s not to your advantage to have a lot of bells and whistles. Sites like that are sort of annoying. Rich: Stay true to what your customers value: more efficiency or a faster download. THE TRUTHMONGERS To help us deconstruct the myths of the Web, we turned to expert observers of the Internet phenomenon. Their comments can be found after each of the case studies we presented. Here are their credentials: Martin Anderson , management professor at Babson College, in Wellesley, Mass., advises executives who are transforming their traditional companies into “click and mortar” businesses. James J. Cramer is the brash cofounder of and columnist at TheStreet.com. He has built successful careers as both a journalist/pundit and a hedge-fund manager. Kathleen Eisenhardt is a professor specializing in competitive strategy at Stanford’s School of Engineering. She recently coauthored Competing on the Edge: Strategy as Structured Chaos. Chip Hazard is a general partner and E-commerce specialist at the venture powerhouse Greylock, in Boston. He helped launch the e-Steel exchange. Tod Johnson , chairman and CEO of Media Metrix Inc., based in New York City, is a widely recognized expert on brand loyalty. Ted Leonsis is president of AOL Interactive Properties Group. In his first three years at America Online (starting in 1994), it grew from about $100 million in revenues to $1.5 billion. Kelly Mooney is director of intelligence at Resource Marketing Inc., a technology-marketing firm in Columbus, Ohio. She has helped companies such as Victoria’s Secret develop their on-line strategies. Allen Morgan is a general partner at Mayfield Fund, in Menlo Park, Calif. He has been involved in more than 350 venture-capital investments and public offerings. Bo Peabody is a cofounder of Tripod Inc. and vice-president of network strategy at Lycos Inc. When he was still in college, Peabody founded Tripod, which helps people build their own home pages. In 1998 he sold the company to Lycos. Scott Randall is founder and CEO of Internet-auction hosting service FairMarket Inc. Randall has been involved in E-commerce since 1995, when he launched an on-line store. He has been president of the Internet Shopping Network and Yahoo Marketplace. David Rich is vice-president of marketing and brand guru at Bigstep.com, which provides on-line services to small businesses. He previously orchestrated brand campaigns for Walt Disney, Pepsi, and Jamba Juice. THE 7 MYTHS OF THE WEB ECONOMY Myth 1: Building a Web site is easy The word from the experts Myth 2: Traffic will make you rich The word from the experts Myth 3: Smart money makes you smart The word from the experts Myth 4: Razzle-dazzle makes Web sites great The word from the experts Myth 5: Brand is everything The word from the experts Myth 6: Wild ads make Web stars The word from the experts Myth 7: Community, community, community The word from the experts Plus: Tales my guru told me Dispatches from the Web economy Back to Intro, ” I Was Seduced by the Web Economy”

Brand Is Everything: The Word from the Experts

Myth 5: Brand is everything REALITY CHECK: Image is fine. Sales are better Eisenhardt: Just having a brand isn’t much. It doesn’t hold people when a competitor is only a click away — when it’s much easier to switch than it is in the physical world. CDNow had a brand in the music space, but that didn’t prevent customers from going to Amazon.com or Liquid Audio for music. In better companies, there is a real attention to metrics — a specialty of Yahoo, which is very good at monitoring key metrics and figuring out how to make money. Johnson: I don’t know if we’ve really made the big breakthroughs on the Web at this point. With motion pictures, it took 30 years before someone thought of doing a close-up. On the Internet we probably haven’t discovered the close-up yet. Mooney: We can tell which sites technicians have built and which have been built by people who understand retail. Retailers know where to put the most expensive stuff. They know how to trigger impulse buys. These formulations, fully developed for brick-and-mortar retail, haven’t been executed well on the Web yet. Peabody: Merchandising is absolutely the most critical component of any E-commerce company. People try to brand their sites, but it’s really more important to show an image of what you’ve got instead of asking customers to guess. If you let them guess, they’ll guess wrong. THE TRUTHMONGERS To help us deconstruct the myths of the Web, we turned to expert observers of the Internet phenomenon. Their comments can be found after each of the case studies we presented. Here are their credentials: Martin Anderson , management professor at Babson College, in Wellesley, Mass., advises executives who are transforming their traditional companies into “click and mortar” businesses. James J. Cramer is the brash cofounder of and columnist at TheStreet.com. He has built successful careers as both a journalist/pundit and a hedge-fund manager. Kathleen Eisenhardt is a professor specializing in competitive strategy at Stanford’s School of Engineering. She recently coauthored Competing on the Edge: Strategy as Structured Chaos. Chip Hazard is a general partner and E-commerce specialist at the venture powerhouse Greylock, in Boston. He helped launch the e-Steel exchange. Tod Johnson , chairman and CEO of Media Metrix Inc., based in New York City, is a widely recognized expert on brand loyalty. Ted Leonsis is president of AOL Interactive Properties Group. In his first three years at America Online (starting in 1994), it grew from about $100 million in revenues to $1.5 billion. Kelly Mooney is director of intelligence at Resource Marketing Inc., a technology-marketing firm in Columbus, Ohio. She has helped companies such as Victoria’s Secret develop their on-line strategies. Allen Morgan is a general partner at Mayfield Fund, in Menlo Park, Calif. He has been involved in more than 350 venture-capital investments and public offerings. Bo Peabody is a cofounder of Tripod Inc. and vice-president of network strategy at Lycos Inc. When he was still in college, Peabody founded Tripod, which helps people build their own home pages. In 1998 he sold the company to Lycos. Scott Randall is founder and CEO of Internet-auction hosting service FairMarket Inc. Randall has been involved in E-commerce since 1995, when he launched an on-line store. He has been president of the Internet Shopping Network and Yahoo Marketplace. David Rich is vice-president of marketing and brand guru at Bigstep.com, which provides on-line services to small businesses. He previously orchestrated brand campaigns for Walt Disney, Pepsi, and Jamba Juice. THE 7 MYTHS OF THE WEB ECONOMY Myth 1: Building a Web site is easy The word from the experts Myth 2: Traffic will make you rich The word from the experts Myth 3: Smart money makes you smart The word from the experts Myth 4: Razzle-dazzle makes Web sites great The word from the experts Myth 5: Brand is everything The word from the experts Myth 6: Wild ads make Web stars The word from the experts Myth 7: Community, community, community The word from the experts Plus: Tales my guru told me Dispatches from the Web economy Back to Intro, ” I Was Seduced by the Web Economy”

Community, Community, Community: The Word from the Experts

Myth 7: Community, community, community REALITY CHECK: Not every business begets a cult Anderson: There is a huge myth out there that anyone can build an on-line community. Take my bank. I’ve been doing on-line banking since before the Web was the Web. Now, all of a sudden, my bank wants to become my portal. It wants to load up the page with news and sports. Everybody is trying to be a portal, but not all are destined to succeed. Johnson: It’s easy to see the appeal in building a community. When you talk about communities, the three or four sites that come to mind are AOL, GeoCities, Angelfire, and Tripod, all of which have created great riches. Lots of people want a feeling of belonging, and the Web has given that to them, through personal home pages and chats. Randall: About a year ago there was a huge thing being made about building communities, and it is still big. But there are a lot of customers who are very functionally driven, who simply want to go to a merchant and buy something. They don’t want a community. Rich: It really comes down to being smart about your users and your core business. Adding a community to a site that doesn’t meet customer needs or that offers a shoddy product won’t help. Also, building a community is a very complex and costly proposition. It requires a well-thought-out strategy, not just a lot of technology and money. You can end up damaging your company and your brand if you don’t implement it properly. THE TRUTHMONGERS To help us deconstruct the myths of the Web, we turned to expert observers of the Internet phenomenon. Their comments can be found after each of the case studies we presented. Here are their credentials: Martin Anderson , management professor at Babson College, in Wellesley, Mass., advises executives who are transforming their traditional companies into “click and mortar” businesses. James J. Cramer is the brash cofounder of and columnist at TheStreet.com. He has built successful careers as both a journalist/pundit and a hedge-fund manager. Kathleen Eisenhardt is a professor specializing in competitive strategy at Stanford’s School of Engineering. She recently coauthored Competing on the Edge: Strategy as Structured Chaos. Chip Hazard is a general partner and E-commerce specialist at the venture powerhouse Greylock, in Boston. He helped launch the e-Steel exchange. Tod Johnson , chairman and CEO of Media Metrix Inc., based in New York City, is a widely recognized expert on brand loyalty. Ted Leonsis is president of AOL Interactive Properties Group. In his first three years at America Online (starting in 1994), it grew from about $100 million in revenues to $1.5 billion. Kelly Mooney is director of intelligence at Resource Marketing Inc., a technology-marketing firm in Columbus, Ohio. She has helped companies such as Victoria’s Secret develop their on-line strategies. Allen Morgan is a general partner at Mayfield Fund, in Menlo Park, Calif. He has been involved in more than 350 venture-capital investments and public offerings. Bo Peabody is a cofounder of Tripod Inc. and vice-president of network strategy at Lycos Inc. When he was still in college, Peabody founded Tripod, which helps people build their own home pages. In 1998 he sold the company to Lycos. Scott Randall is founder and CEO of Internet-auction hosting service FairMarket Inc. Randall has been involved in E-commerce since 1995, when he launched an on-line store. He has been president of the Internet Shopping Network and Yahoo Marketplace. David Rich is vice-president of marketing and brand guru at Bigstep.com, which provides on-line services to small businesses. He previously orchestrated brand campaigns for Walt Disney, Pepsi, and Jamba Juice. THE 7 MYTHS OF THE WEB ECONOMY Myth 1: Building a Web site is easy The word from the experts Myth 2: Traffic will make you rich The word from the experts Myth 3: Smart money makes you smart The word from the experts Myth 4: Razzle-dazzle makes Web sites great The word from the experts Myth 5: Brand is everything The word from the experts Myth 6: Wild ads make Web stars The word from the experts Myth 7: Community, community, community The word from the experts Plus: Tales my guru told me Dispatches from the Web economy Back to Intro, ” I Was Seduced by the Web Economy”

Building a Web Site Is Easy: The Word from the Experts

Myth 1: Building a Web site is easy REALITY CHECK: Oh, yeah? Try putting a traditional business on-line Anderson: The details in technology can clearly shut you down. We’re seeing that in our distance-learning efforts here at Babson. You’d think it would be very simple to prepare course materials that you’ve been using electronically for years and send them out via the Web. You quickly find out that customers have all different types of machines out there. Cramer: A lot of the technology out there doesn’t work well. Nobody admits it, because no one wants to tarnish the gloss that’s on the Web. Technology problems almost demolished us a dozen times. The first Internet service provider that we worked with was really bad. It was as if it was under contract with my personal enemies or with women whom I’d crossed before I got married. With the second, it was like these people were put on earth to destroy my business. Hazard: The real key to success is in improving the Web site over time. It’s really about having a feel for usage patterns — where people are spending time, where they’re getting stuck — and incorporating it into the design capabilities to allow you to go from generation one to five in a year. Johnson: It’s easy to build a bad Web site, harder to build a good one. The greater difficulties are in making a site easy for customers to use and in minimizing the number of clicks. The best example is Amazon’s one-click purchasing. It’s a pleasure to use after buying on a site that takes four, five, or six clicks to make a purchase. Peabody: At Tripod we struggled enormously, but that was because there was no off-the-shelf technology at the time. Today there’s so much more to buy. Of course, if you have a 30-year-old company with a special database, I wouldn’t be able to begin to tell you what to do. I’m sure there’s a lot of integrating that goes on. THE TRUTHMONGERS To help us deconstruct the myths of the Web, we turned to expert observers of the Internet phenomenon. Their comments can be found after each of the case studies we presented. Here are their credentials: Martin Anderson , management professor at Babson College, in Wellesley, Mass., advises executives who are transforming their traditional companies into “click and mortar” businesses. James J. Cramer is the brash cofounder of and columnist at TheStreet.com. He has built successful careers as both a journalist/pundit and a hedge-fund manager. Kathleen Eisenhardt is a professor specializing in competitive strategy at Stanford’s School of Engineering. She recently coauthored Competing on the Edge: Strategy as Structured Chaos. Chip Hazard is a general partner and E-commerce specialist at the venture powerhouse Greylock, in Boston. He helped launch the e-Steel exchange. Tod Johnson , chairman and CEO of Media Metrix Inc., based in New York City, is a widely recognized expert on brand loyalty. Ted Leonsis is president of AOL Interactive Properties Group. In his first three years at America Online (starting in 1994), it grew from about $100 million in revenues to $1.5 billion. Kelly Mooney is director of intelligence at Resource Marketing Inc., a technology-marketing firm in Columbus, Ohio. She has helped companies such as Victoria’s Secret develop their on-line strategies. Allen Morgan is a general partner at Mayfield Fund, in Menlo Park, Calif. He has been involved in more than 350 venture-capital investments and public offerings. Bo Peabody is a cofounder of Tripod Inc. and vice-president of network strategy at Lycos Inc. When he was still in college, Peabody founded Tripod, which helps people build their own home pages. In 1998 he sold the company to Lycos. Scott Randall is founder and CEO of Internet-auction hosting service FairMarket Inc. Randall has been involved in E-commerce since 1995, when he launched an on-line store. He has been president of the Internet Shopping Network and Yahoo Marketplace. David Rich is vice-president of marketing and brand guru at Bigstep.com, which provides on-line services to small businesses. He previously orchestrated brand campaigns for Walt Disney, Pepsi, and Jamba Juice. THE 7 MYTHS OF THE WEB ECONOMY Myth 1: Building a Web site is easy The word from the experts Myth 2: Traffic will make you rich The word from the experts Myth 3: Smart money makes you smart The word from the experts Myth 4: Razzle-dazzle makes Web sites great The word from the experts Myth 5: Brand is everything The word from the experts Myth 6: Wild ads make Web stars The word from the experts Myth 7: Community, community, community The word from the experts Plus: Tales my guru told me Dispatches from the Web economy Back to Intro, “I Was Seduced by the Web Economy”