Let's Start at the ... Very End!

Apps, apps, apps. I need a good appetizer recipe for a holiday party, so I will be turning to Epicurious, AllRecipies -- and maybe even download the new Mario Batali Cooks! to find something yummy.

Why am I telling you this? Because if we want to join into the app craze -- we have to think a bit differently - like at the end, first. Or more specifically, what we want the end product to be. I know that probably sounds quite intuitive but for many companies just getting a mobile app out there seems to be more important than getting the right mobile app out there. And no wonder. With Chris Anderson and others now running around screeding the "Web is Dead" we are in a panic to push our sites to mobile.

Which is all well and good from a replication standpoint -- but not so good if what you really want is a killer app like those Angry Birds. Admittedly most of us aren't in the gaming business, but if your business is communicating with you audience -- then you need to put yourself in the shoes of your audience -- where ever those shoes may be.

For instance, the American Institute of Physics provides a digital platform for its 180 scholarly & trade journal constituents. Long journal articles are not going to do it for audiences looking for information  -- while say, atop a ladder. Instead they are building out specific apps that let readers ask the app specific questions -- what part do I need? -- and get a specific answer.

This requires a completely different mindset; instead of pushing information to the reader -- the reader is pulling the information required. Instead of a product -- media companies are providing a service. Its only by anticipating the types of questions readers might ask (under various conditions -- do they travel, are they outdoors in a field, at a desk) that publishers can begin to start developing highly sought-after applications.


A top 10 app for the Android right now is Greg Milette's Digital Sidekick. Responding to a Google challenge to develop for 'Droid, Milette chose to take advantage of the voice recognition tools -- and his love for cooking. Understanding the workflow of preparing recipes, he opted for a recipe reader that would allow the cook to ask basic questions without having to quick looking at a recipe: What temperature to preheat the oven? How much flour do I need? The app keeps track of which portion of the instruction has been read -- and can pick up where the person left off - despite any interruptions.

Milette designed hooks to import recipes from AllRecipes.com – but readers can also cut and paste from any site to put their own favorites to create their own cookbook.

Now Milette's app is unique in that he isn't packaging up his own content for an app -- he is relying on content created by others. Had he had his own repository of recipes he would have needed to prepare his content ecosystem so it would allow this re-assembly of recipes into this new talking cookbook.

In most cases, this is not an easy task - unless you are storing the content as XML -- and have an easy way to index it, find it and deliver it. Most media and enterprises have relied on databases that were built to efficiently handle structured data that is in columns and rows. Unfortunately these RDBMS databases do not handle unstructured content -- like articles, recipes, video and images -- very well at all. A flexible  content ecosystem today requires:

• a database that is purposely built for unstructured content - perfect for XML
• a means of enriching the content (with both semantic and administrative metadata) 
• a way to transform the XML from one schema to another so it can be delivered

By knowing what our finished product should be, we can take an audit of our content -- and see what is missing, determine the granularity of the enrichment (should people be able to search by types of cuisine and whether or not it is an appetizer or a dessert?) and which types of additional content may be needed -- that would be brought into the ecosystem -- and re-assembled and delivered.

These are not easy tasks without the right tools, particularly if you want users to add their own -- or 3rd party content -- which may not follow the same XML schema as your recipes did.

At Intelligent Content 2011, my MarkLogic colleague Fernando Mesa and I will be giving a plenary talk on creating this very agile content ecosystem -- and offer some terrific real world examples of how others are quickly creating applications that merge in disparate types of content -- and preparing these apps for all sorts of delivery mechanisms. It should be a terrific session -- not to mention warm -- since it is in Palm Springs. You should definitely come -- and bring your ideas which will allow us to brainstorm apps that will be killer for your audience.

Younger than a toddler & worth $6Billion???

Man, newspapers really should be kicking themselves.

Just hours after I wrote about the Deal of the Day mavens, Google announces an astronomical bid of $5.3 billion for the upstart Groupon and another $700k in incentives. According to analysts cited in a New York Times article,  the Chicago-based neophyte, is pulling in $500 million in revenue -- and achieving profitability. That is a staggering amount of revenue for a relatively simple business model. The company has about 3100 employees in 300 markets -- so do the math -- that's about 5-10 feet on the street selling online ads to all the little local spots that most likely can't afford to have its own Web presence.

That Google is interested in Groupon's connection to these micro-retailers is a no-brainer. For years Google has been trying to figure out how to get into the local market -- even trying to woo newspapers to virtually rent out their sales force to sell local ads. It was a bust. And of course it was!!!

Those of us in the industry assume every company is as digitally aware as we are. And that's hogwash.

When a small business is born -- it starts with an idea that is usually financed with a severance check.  Whether its a service or a retail shop -- unless those entrepreneurs have relatives that can provide HTML, graphics and editorial -- the Web offering is often anemic at best. In my opinion that is why Groupon is successful. They serve the low end of the market that the Clipper magazines and Weekly Shoppers do -- but via the Web. I don't know if it is part of its business model now -- but if I were Groupon, I would create a directory and let each of its customers keep the Web page created for them up on the Web for an annual fee. My bet is, this is likely the only (or at least the best) Web presence these small companies have.

Almost two years ago, I wrote about how newspapers are not serving this "down market." Dailies should have been all over this model -- and created it on their own! The Groupon/LivingSocial/TownHog template is staggeringly easy to build. Which is why some analysts are gagging on Google's gutty move. “A multibillion-dollar valuation for a company that is in a business with virtually no barriers to entry and is younger than my toddler is absurd,” said Sucharita Mulpuru, Forrester Research retail analyst, wrote in a note to clients on Tuesday morning.

Low barrier to entry, younger than a toddler -- and raking in $500 million. And so why aren't newspapers doing this?? I know creating a directory of deals may not earn you a Pulitzer Prize -- but last I checked the old cash cow of Classifieds weren't so sexy either. And with the money coming in -- at least you could continue to afford the journalists.