Monday, September 28, 2009

Start-up Funding - helpful web sites

http://online.wsj.com/article/SB10001424052970203440104574407252218240512.html

Web Watch

ORGANIZING
OneBiz

OneBiz.com

These days, small companies can get a host of services over the Web that would ordinarily require a full-blown IT team to set up and manage. One software offering, from Smart Online Inc. of Durham, N.C., combines accounting, sales, human-resources and scheduling functions all in one place. Companies can use OneBiz to track invoices and customers, as well as manage bookkeeping, banking and other tasks.

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The scheduling and contacts application is available at no charge, and there is a 30-day trial for the rest. After that, the price tag is $29.85 per month per user for the full suite.

Zapproved

Zapproved.com

This service, from Zapproved Inc. of Portland, Ore., tries to help small companies manage a single task: tracking business proposals. Like the popular online-invitation service Evite, Zapproved organizes a conversation about a proposal on a single Web page. Decision makers can travel to the page, approve or reject the project and leave comments. The page then shows a list of those decisions and comments for all invited participants to see. Decisions are also archived and searchable.

The standard service is free, and a premium version is in the works with add-ons, such as more storage capacity. It will run $12 per month for single users and $100 per month for up to 20 users.

Outright

Outright.com

Outright offers a simplified online bookkeeping service for sole practitioners, freelancers and other independent contractors. The site, which is currently free of charge, gives Schedule C filers estimates for quarterly taxes by tracking their income and expenses, and offers a clutter-free dashboard that reduces confusion. What's more, the site has partnered with invoicing and time-tracking service FreshBooks and receipt organizer Shoeboxed.com, so users can easily import data into Outright. The site also offers a free application to track transactions on eBay and other e-commerce sites.

Outright works for only federal taxes, but its owner, Bootstrap Inc. of Campbell, Calif., promises that estimates for state-tax calculations are coming soon. The service also lacks many of the features of other accounting programs, although the company says premium offerings are in the works.

START-UP FUNDING
Angelsoft

Angelsoft.net

Looking for a way to tap into angel-investor networks? Angelsoft.net, from New York's Angelsoft LLC, offers an online venue where entrepreneurs and investors can meet and get to know each other. Entrepreneurs can fill out an application that works like the Common Application for college admissions: One application works for all groups, saving time and effort.

Entrepreneurs can search through more than 1,000 angel-group and venture-firm profiles on the site. Those profiles are sortable by a host of criteria: For example, would-be applicants can look at a group's average response time, average number of applications it receives per month and how much it invests.

The site also ties into business-networking site LinkedIn, so entrepreneurs can check their networks to find connections they might have with potential investors.

The Funded

TheFunded.com

This online community of entrepreneurs offers reviews of more than 5,000 venture-capital investors, rating them on such criteria as track record and deal terms. The site's more than 12,000 members can also share the documents that spell out their venture deals and discuss how to find investors and run a business. Founded by entrepreneur Adeo Ressi, TheFunded Inc.'s site also offers venture-capital firms a voice, allowing them to post their own profiles. The site is free to company CEOs; other participants must pay a fee, ranging from $200 for six months to $1,000 for a lifetime membership.

Startable

Startable.com

For a peek into how venture capitalists work, and how company founders can navigate their world, check out this blog by former venture-capital associate Healy Jones and serial entrepreneur Prasad Thammineni. They write about pitching to VCs, how companies are valued by the industry and building a start-up team, among many other topics.

INSIGHTS
The Entrepreneurial Mind

DrJeffCornwall.com

For a look at economics and business through an entrepreneur's eyes, sample the Entrepreneurial Mind by Jeff Cornwall, director of the Center for Entrepreneurship in the College of Business Administration at Belmont University in Nashville, Tenn.

Along with being an entrepreneur himself, he advises companies on start-up and growth-related issues and has written several books on entrepreneurship. Dr. Cornwall posts frequently on public policy, economics and entrepreneurship, as well as ethics and values.

OnStartups.com

OnStartups.com

This popular blog for entrepreneurs—by Cambridge, Mass., entrepreneur Dharmesh Shah—often sparks thoughtful and lively exchanges in reader comments. While written with software start-ups in mind, OnStartups has plenty to say to entrepreneurs of all stripes.

--Ms. Lorber is a writer for DJ Ventures in New York. She can be reached at laura.lorber@dowjones.com.

Keeping Your Site Out of Hackers' Clutches

http://online.wsj.com/article/SB125175147081773767.html

Keeping Your Site Out of Hackers' Clutches

A growing number of small companies are falling prey to hackers.

Attackers are increasingly infiltrating small businesses' Web sites and using them to quietly drop malicious programs, typically designed to steal personal financial information, onto the computers of visitors, security experts say. Some are also digging around in databases for valuable information or trying to capture e-commerce customers' credit-card numbers.

[hackers] Getty Images

Small businesses often assume that they are too tiny to catch hackers' attention. But the truth is that hackers don't care who you are. Most of the time, they use automated programs to exploit a flaw in some piece of common software used by millions and attack them en masse. "There's a huge incentive for them [hackers] to infect as many Web pages as they can, so they can infect as many users as possible," says Ian Fette, a product manager at Google Inc., of Mountain View, Calif. Small sites with less security expertise are often easy targets.

In the first half of this year, 61% of the Web's top 100 sites delivered something malicious to visitors because a hacker broke in and planted something nefarious, according to Websense Inc., a San Diego company known for its Web-filtering software. More than three-fourths of infected sites are legitimate sites, as opposed to sketchy operations such as spammer or file-sharing sites, the firm says.

Once hacked, sites can end up on blacklists kept by the likes of Google and Microsoft, which means customers who find you via their search engines will see scary warnings that your site is dangerous, leaving you with a black eye and potentially slashing revenue at your online store. Google listed more than 325,000 sites as containing malware in August, up from 150,000 a year ago.

An Ounce of Prevention

Luckily, a little prevention goes a long way. Most attacks are unsophisticated, says Jeremiah Grossman, founder of WhiteHat Security Inc., a Web security firm in Santa Clara, Calif. You can escape simply by being "a little more secure than the average," he says.

Here are some tips:

– Make sure your hosting company is taking care of security for you, or get one who will. Some like FireHost Inc. and Data Hosting Solutions have begun touting security as a key part of their service. Hosting costs vary depending on how big and trafficked your site is.

– Most attacks target vulnerabilities in commonly used software, such as web-server or blogging programs. If you manage your server yourself, religiously apply security updates for all software you use.

– Ferret out bugs in custom software. Bring in a security expert or use automated tools for finding flaws, known as vulnerability scanners, from companies like WhiteHat or McAfee Inc. to check your coder's work.

– Hire a hacker—a penetration tester in industry parlance—to expose any vulnerabilities from faulty site construction. Then fix any problems.

– Use strong passwords and keep them close. Attackers often steal the keys to the kingdom by simply asking for them over the phone, says Theo Schlossnagle, chief executive of OmniTI, a security-conscious design house based in Columbia, Md. Make sure your staff understands the stakes and practices good security basics.

A Pound of Cure

If you're hacked, recovery can be agonizingly slow and time-consuming. Recently, the Web site of Family Communications Inc., the non-profit Pittsburgh, Pa., production company founded in 1971 by Fred Rogers, was hacked and blacklisted by Google. It took nearly two weeks to get Mister Rogers' site clean and off the list. During that time, "hits went down notably," said Kevin Morrison, Family Communications' chief operating officer. And visitors' confidence may have sustained a longer-lasting blow.

Uncovering the extent of the problem may be tricky, though Google's Webmaster Tools, a service that provides information about the visibility of your pages on the search engine, can provide insight into which pages have been corrupted (and notify you if you're blacklisted again).

You'll need to remove the bad pages, reinstall them using clean backups (which your host can make and keep for you, among other options) and close security holes the hackers used to get in. Then you can ask Google to rescan your site. If you're clean, Google will take you off the list. If you're not, it's back to the drawing board.

A new alternative comes from Dasient Inc., of Palo Alto, Calif., a startup founded by former Google security pros that monitors sites for malicious code, quarantines it and then helps get rid of it. The service, which starts at about $50 per month, could be particularly helpful for ad-supported sites, since ad networks sometimes unwittingly serve malicious ads. This is a growing problem, so be careful what ad network you shack up with.

--Ms. Richmond is a writer in New York. She can be reached at smalltalk@wsj.com.

Entrepreneurs 'Tweet' Their Way Through Crises

http://online.wsj.com/article/SB125297893340910637.html

Entrepreneurs 'Tweet' Their Way Through Crises

Twitter Helps Companies Cope With Site Crashes, Weather Delays; 'You Can't Do That With a 1-800 Number'

Twitter has turned out to be a useful tool for some small businesses coping with customer-service or public-relations crises.

The social-media service -- where users send short "tweets" to followers who have signed up to receive the messages -- came in handy for Innovative Beverage Group Holdings Inc., whose drankbeverage.com site crashed last month after a surge in traffic following a segment on Fox News for the company's so-called relaxation beverage, which contains "calming" ingredients like valerian root and melatonin. News Corp. owns Fox News as well as The Wall Street Journal.

Jessica Wenninger

Wine critic Gary Vaynerchuk found Twitter helpful in responding to an attack on his web site.

Innovative Beverage notified consumers on its Twitter feed that it was working to resolve the problem. The company also did a search on Twitter for mentions of the site crash, so it could respond with tweets describing its repair efforts.

Peter Bianchi, Innovative's chief executive, says the site's meltdown was devastating, since a small business rarely receives national TV coverage. But he says the 12-hour site crash didn't appear to have any lasting damage and online sales of the beverage peaked the following day to their highest level to date.

"Twitter gave us an up-to-the-minute ability to take what would normally be a crisis situation and make it just another event," says Mr. Bianchi. "You can't do that with a 1-800-number."

As of Monday, drankbeverage.com had more than 1,000 Twitter followers.

Twitter also helped wine critic Gary Vaynerchuk respond quickly after his company's Web site, Corkd.com, was hacked so that visitors were greeted with pornography.

Catherine Smith

Scott Townsend used Twitter to contact laundry-service customers in an ice storm.

While technicians plugged away at the problem, which took about eight hours to resolve, Mr. Vaynerchuk says he shot a video of himself apologizing to customers of the wine-review site. He then posted it on a video-hosting site and linked to the footage from Twitter, where he has nearly 900,000 followers.

Mr. Vaynerchuk, who owns New-York based Cork'd LLC, also tweeted apologies to about 65 people who tweeted about the incident. "Every person that mentioned Cork'd on Twitter got a message from me and a link to the video," he says.

Mr. Vaynerchuk says his Web site saw no drop in traffic during the days that followed. He also received about 75 emails from customers complimenting him on how he handled the matter.

To be sure, Twitter can also be the root of a problem for entrepreneurs. Virginia Lawrence, a director at Ballantines PR, a boutique agency in Los Angeles, monitors Twitter daily on behalf of several small businesses for tweets that could harm their reputations.

Recently, she says she found several criticizing a client that were from a former employee the firm had fired. The dismissed worker "was saying negative things about how the company was run, as if they were doing illegal things," she says. Ms. Lawrence notified the client, who then approached the terminated employee about the matter, and soon after the scurrilous tweets stopped.

Twitter can also be an effective way to get a message across to consumers in an emergency. When an ice storm struck the Bartlesville, Okla., area last winter, United Linen & Uniform Services notified customers about the status of their orders through Twitter in addition to its Web site. Scott Townsend, marketing director for the laundry service, says many consumers today will find information about a business on Twitter before anywhere else because it's where they hang out online. "You fish where the fish are," he says.

Mr. Townsend adds that while email was also an option, entering customers' addresses would have been tedious and time-consuming.

Entrepreneurs should bear in mind that Twitter is unlikely to be of help in dealing with a problem if it isn't used regularly otherwise, says Shel Israel, author of "Twitterville: How Businesses Can Thrive in the New Global Neighborhoods."

"If you just go to Twitter when you have a crisis, you will have no followers and no credibility," he says. "The key to using Twitter effectively is to build trust with people who are relevant to your business."

Steve Fusek, owner of Fusek's True Value LLC, a hardware store in Indianapolis, now has an employee dedicated to updating the shop's Twitter profile during business hours. Mr. Fusek says consumers expect to see frequent tweets and swift responses to customer-service inquiries they post.

"You can't just sign up and leave it. You have to have someone on it," he says. "If you're not legitimate, you'll be found out quickly."

Write to Sarah E. Needleman at sarah.needleman@wsj.com

Printed in The Wall Street Journal, page B5

How TweetPhoto used Twitter to get the company off

http://online.wsj.com/article/SB10001424052970203550604574359362541707146.html

MANAGING TECHNOLOGY

A Start-Up's Tale, Tweet by Tweet

How TweetPhoto used Twitter to get the company off the ground

When Sean Callahan sent a "tweet" on March 19 announcing plans to launch TweetPhoto Inc., a photo-sharing service for Twitter, he didn't have a company to speak of—just a bare-bones Web page and a plan to best TwitPic Inc., a well-established rival.

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Mr. Callahan worried that the longer he waited, the harder it would be to unseat TwitPic. So while he was wrapping up a business degree in London, Mr. Callahan plunged into designing his photo-sharing platform. He also started using Twitter, a micro-blogging site that enables users to tell the world what they are doing via short messages known as tweets, to connect with potential customers—and erect the company itself.

Over the next few months, Mr. Callahan's Twitter stream and blog documented, blow by blow, the start-up of a new business, with all of its victories and defeats. His experience suggests that wise use of social media could help speed the birth of many new ventures—not just those involved in social networking—if a business owner knows how to connect with the right people, learn from their conversations and weather the ups and downs that come with this new form of communication.

"Twitter is a digital handshake. It's one of the fastest ways you can reach out to people," says David Murray, director of social Web communications at Bivings Group, a Washington, D.C., consulting firm.

Building a Community

While Twitter provides access to a large number of people—23.6 million as of August, nearly four times more than in January, according to Web-analytics firm Compete Inc.—it is up to you to keep their attention. Your followers—those who subscribe to read your updates—discover you because you reached out to them first, or because another follower passed on, or retweeted, something valuable you had to say, or because one of your messages caught their interest during a search. You keep their attention if your tweets are informative, responsive, personal and open. But you are ignored at best and vilified at worst if your messages are boring, overly self-serving or offensive.

Mr. Callahan's first message was aimed at finding 5,000 volunteers to test a future first version of TweetPhoto, which allows users of both Twitter and Facebook to share and comment on photos. His second tweet was an invitation to Rodney Rumford, asking the social-media entrepreneur and strategist from his native San Diego to give TweetPhoto a try. Mr. Rumford did more than that—he sent a private message to Mr. Callahan suggesting they talk business. Mr. Callahan picked up the phone, and Mr. Rumford officially became TweetPhoto's co-founder a month later.

Mr. Callahan initially sought to engage people on Twitter who had expressed an interest in photography, the heart of his business. He found these people by doing keyword searches of Twitter's massive stream of messages and signed up to follow hundreds, particularly those with large followings themselves. Many followed him back, and most of the people who signed up as testers invited their followers to sign up, too.

By engaging with like-minded people, business owners become part of a community. That allows them to build relationships with potential customers, many of whom will provide ideas and feedback. It's "like an always-on focus group," says Greg Sterling, founding principal of consulting and research firm Sterling Market Intelligence. "People are quite happy and willing to provide feedback and be a part of this kind of process."

Ray Bartkus

As March unfolded, Mr. Callahan solicited ideas and opinions about photo sharing from his followers. In April, he invited graphic artists to submit ideas for a logo and urged people to vote for their favorite designs. The winner, Raul Padilla, earned $300 for a bubble-lettered logo beside two chirping birds, heads framed in a Polaroid snap. Mr. Callahan also used Twitter to relay company news, announcing, for example, when TweetPhoto launched a tool to shorten Web links to photos, so they would fit more easily into tweets. "It's a particle accelerator to get information out there. And it's a great tool to listen," Mr. Callahan says.

Spotting Opportunities

Mr. Callahan also found that Twitter can be useful for spotting and exploiting weakness in the competition.

When TwitPic's site went down on April 15, Mr. Callahan used keyword searches to gather the Twitter names of everyone who complained about the outage and sent messages inviting them to try TweetPhoto. Several people bristled at the tactic, but more than 800 asked for beta invites and, by April 16, there were only 716 spots left ahead of TweetPhoto's April 27 launch.

"We used Twitter to listen to the conversation, not just about ourselves but about our competitors," Mr. Callahan says. TwitPic didn't return emails seeking comment.

It isn't unusual for start-ups to stumble, and TweetPhoto was no exception. But being plugged into social media means that news about your setbacks can travel quickly. With five days until beta launch, TweetPhoto encountered problems using a technology for securely interfacing with Twitter, forcing a three-day delay. After TweetPhoto went live, users inundated Mr. Callahan with tweets about emailed photos that weren't posting to the site and other problems. Mr. Callahan replied to each tweet, asking for more information or promising to fix the problem.

"You take your lumps and hear 'em and respond back and try and do the right things," Mr. Rumford says. "It's an opportunity to show your true colors of who you are as a business."

But the low point was to come. On May 19, TweetPhoto got hacked and Google urged people away from the site with scary warnings. Mr. Callahan got the malicious program removed from TweetPhoto's site within an hour, but it wasn't until the next day that TweetPhoto was off Google's blacklist. It was bad timing. That day, Twitter highlighted third-party photo-sharing services on its home page, and TweetPhoto was left out.

Attracting Partners

Around that time, Mr. Callahan began focusing on a key business objective: wooing software developers who might want to integrate TweetPhoto into their services. He sent tweets to dozens of developers, some of whom embraced him and others not. In mid-June, the Mashable blog, an Internet-news outlet, wrote about TweetPhoto's plan to share online advertising revenue with partners, a strategy TweetPhoto believes gives it a competitive edge. To date, 27 developers have signed on, and the company is in talks with 10 others. On Sept. 9, TweetPhoto displaced TwitPic as the default photo-sharing service on TweetDeck, which offers tools to help heavy Twitter users sort tweets.

While TweetPhoto continues to lean heavily on Twitter, that hasn't stopped the company from engaging in offline networking, too. In fact, Mr. Rumford's personal connections have led to talks with a large public company that he hopes will become TweetPhoto's biggest customer and a potential acquirer.

For now, TweetPhoto, which enjoyed a jump in traffic in July when Britney Spears began using it to share official concert photos, continues to trail TwitPic. It had 104,000 unique monthly visitors in August compared with 4.63 million for TwitPic, according to Compete Inc. But that number doesn't reflect a big jump in TweetPhoto's traffic after the partnership with TweetDeck and another with BlackBerry application UberTwitter.

--Ms. Richmond is a writer in New York. She can be reached at reports@wsj.com.

Sunday, April 12, 2009

How to Create a Successful Web Site For Nothing (or Almost Nothing)

http://online.wsj.com/article/SB121803326363016929.html?mod=psp_editors_picks

By VAUHINI VARA

Have you got eight hours and $10? Then you can build a Web site for your business.

Thanks to competition among Web-hosting providers, and the falling costs of Web storage, it's never been easier to get a Web site up and running -- from buying the domain name to building a site to setting up a payment system to tracking traffic.

But many small businesses still seem intimidated by the job. In a survey published last year, JupiterResearch LLC found that just 36% of online small businesses -- that is, businesses with fewer than 100 employees, where managers access the Web at least once a month -- have Web sites.

So, here's a guide for owners looking to make the leap online. We'll lay out all the steps you need to take to build your site, and present some expert opinion about getting it noticed and keeping track of customers -- all with no technical background required.
1. BUY A WEB ADDRESS

First, you have to buy a domain name -- e.g., YourCompany.com -- for about $10 a year. As an example, we'll show how to buy a domain using the registrar Go Daddy Group Inc., but you can shop around at others, such as Tucows Inc. and Register.com Inc.

Type the domain name you want in the search box at GoDaddy.com. If it's taken, try another. When you've settled on one, scroll to the bottom of the page and click "Proceed to Checkout." Ignore the offers for additional products and services, continue to the checkout page, enter your payment information and hit "Checkout Now."

You're now the owner of a Web address.
2. FIND A HOME

For years, companies have charged small businesses a fee to "host" sites -- store the sites' content on their computers. According to a recent survey from Jupiter, about a third of small-business executives say they pay up to $1,000 a year for Web hosting, and about another third pay more than $1,000.
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Fortunately, in the past year, a number of companies have begun providing hosting services free of charge. They often make money by charging for premium services or running ads on your Web pages.

All you need to do is visit the Web site for one of these hosting services -- such as Microsoft Corp.'s Office Live Small Business, Weebly Inc. or SynthaSite Inc. -- and enter a user name, a password and some other details. Then visit your domain-name registrar and tweak your settings so that your Web address points to the service you've chosen. The hosting service will give you instructions on how to do this.
3. BUILD YOUR SITE

Once you've got a host, you'll want to design your site. The good news: Most of the free hosting services provide tools that let you build a site quickly, without lots of technical know-how.

Among the things you'll need: a welcoming home page; an "About" page that describes you and your business; and a "Contact" page that tells people where you're located and how to reach you. The rest depends on your business. If you own a restaurant, you might include a "Menu" page. If you're selling a product, you might include a "Store" page where people can buy your wares.

Adding those things can be simple. In Weebly, for instance, click on the "Pages" tab, then choose "New Page." In Office Live, click "Web pages" in the top left-hand corner of the editor and choose "New page." In SynthaSite, click "New Page" at the top of the editor.

In each case, doing so calls up a blank page template, like opening a new document in Microsoft Word. Once you've created a page, you usually can add content simply by typing the text you want into the template and dragging and dropping graphics.

There are some downsides to these free hosting services. Each offers several dozen design templates, but you could still end up with a site that looks pretty generic, unless you have Web-design skills or hire someone who does. What's more, most of these services don't offer an easy, one-click way to add flourishes such as shopping carts or more than two columns on a page; that, too, takes some know-how. Mostly, you just arrange pictures, text and other elements, and that's it. And, sometimes, even doing that can be tricky for nontechies.

There's one more free and easy way to improve the design of your site -- using HTML programming code. Fortunately, you don't need to have programming skills to use HTML. All you need to know is that a block of HTML -- essentially, a bunch of gobbledygook words and symbols -- can add extra features to your site. And numerous third-party sites offer handy HTML blocks you can plug into your site, as easily as copying and pasting text in Microsoft Word.

Ali Shapiro, a health counselor in Philadelphia, recently found one such program -- an appointments calendar -- at Scheduly Ltd.'s site. She copied a snippet of HTML from Scheduly and pasted it into the "Contact" page at her own site, PyourNutrition.com. The result: Visitors to Ms. Shapiro's site can see a calendar with her free time slots and sign up for appointments over the Web.
4. GET PAID

Probably the easiest way to let customers pay you online is to let somebody else handle the technical work. One popular option is PayPal, from eBay Inc. The service lets people pay you by clicking a button on your Web site, which takes them to a PayPal page where they can enter payment information. You don't have to do any work to process the transaction.

The basic service is free, but you have to pay a fee each time someone pays you: 30 cents, plus 1.9% to 2.9% of the transaction. This basic service isn't fancy -- if you want to build a full-blown retail site, you'll probably want to buy special e-commerce software -- but to offer a basic payment option on your site, it's enough.

To set up an account, click on the "Business" tab at PayPal.com and follow the instructions. Once you've done this, click on the "Merchant Services" tab. Then, choose "Website Payments Standard," from the left-hand column.

You'll see three orange buttons you can place on your site: "Buy Now," "Add to Cart" and "Donate." If your customers are likely to purchase one item at a time -- say, a yoga lesson or a day-care session -- click on the link under the "Buy Now" button, which will send them directly to a page where they can pay for the item. If your customers might want to browse around your site for different types of items before paying, choose the "Add to Cart" button, which lets buyers fill a shopping cart with several items before checking out. The "Donate" option is mostly for people who aren't selling anything, like bloggers soliciting donations.

You can then follow the instructions to create a button for each item you want to sell. PayPal will give you some HTML that you can paste into your Web site to add the buttons. You should put these buttons on your "Store" page, next to a picture and description of each item.

The service has been a boon for Graydon Blair of Syracuse, Utah, who sells biodiesel supplies at UtahBiodieselSupply.com. When he started his company, MGBJ Enterprises LLC, he looked for software to add a shopping cart to his site. "All of them wanted me to pay them lots of money, and I thought their stupid shopping carts didn't look nice," he says. So, "I built my little Web site, and threw some PayPal buttons on there."

Visitors to his Web site can use a "Click here to purchase" button to add an item to their shopping cart and buy it via PayPal. Payments get sent directly to Mr. Graydon's PayPal account, minus the PayPal fee. He says he now does 100 to 150 PayPal transactions a week. He brought in $750,000 in revenue last year and is on track for more than $1 million this year.
5. GET SPONSORS

It's easy to add advertisements to your Web site to make extra cash. Every time someone clicks on an ad on your page, you get paid a small amount, which varies depending on the particulars of the ad.

One of the most popular services is Google Inc.'s AdSense. Advertisers pay Google to place ads on Web sites throughout the Internet; site owners, meanwhile, can sign up at Google.com/adsense to host those ads on their pages.

You've probably seen the ads, which often appear as blocks of text along the right-hand column of a Web site. Google scans the content of participating sites to decide which ads would work best on the pages. For instance, an ad for used cars might appear on a site with car reviews.

But you need to ask: Will ads actually improve your site? Showing the wrong ads -- or, sometimes, any ads at all -- could turn off potential customers. If you run a funeral parlor, for instance, ads could come across as distasteful. Also, you'll probably need a lot of traffic to make significant money from the ads, since you typically get just a few cents when someone clicks.

For Tim Carter, ads made a lot of sense. Mr. Carter, a former carpenter, wrote a home-improvement column running in papers across the U.S. The only problem: Publishers were paying him a pittance.

In 2004, Mr. Carter figured out how to make serious money from his work -- by tapping into AdSense. He had been posting his work on his own site, AskTheBuilder.com, for nearly a decade. Google scans his site -- which has separate pages for topics like cabinets, fences and mold -- and places appropriate ads on each page, such as pitches for kitchen cabinets and mold removal.

He has since branched out by selling other types of ads. Taken together, his ads bring in close to $2,000 a day, based on daily traffic of about 40,000 visitors. He has also branched out by hawking his own products, like a stain-removal bleach. In total, his site brought in more than $1 million in revenue last year.

"I'll tell people in my columns, 'Look, this is what you need to do.' But they're still going to need the products to do it -- and that's what they see in those ads," Mr. Carter says.

6. GET KNOWN

So, you've got your site up and running. Next, you'll want to be sure people can find it.

We asked two experts, Bruce Clay of Bruce Clay Inc. and Alan Rabinowitz of SEO Image Inc., to reveal some tricks about search-engine optimization -- moving your site to the top of search-engine results.

Start with your site itself. You should use language on the site that is associated with the business. Let's say you're a florist. Most likely, you'll show up prominently in search results if people search for the exact name of your business. But the trick is to show up when people search for complicated terms related to your business, like "wedding flower arrangements." That's because you want to attract people who might not know about your business but are looking for something that you provide.

Mr. Clay offers two shorthand ways to do this. First, ask your employees to send you a couple of words or phrases that describe what your company does and incorporate that language into your site. Second, do a Web search for terms related to your business and look at the language used in the top search results. For instance, a search for "cowboy boots" turns up several Web sites that also use the phrase "Western wear." The fact that those sites turn up so high in search results means that they're doing something right. So, if you sell cowboy boots, you should also refer to Western wear on your site to draw additional traffic.
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You should also make sure to include those phrases in your page titles -- the headings that appear in the blue bar at the top of a browser window -- since search engines pay particular attention to these. (How do you change the title bar? In Weebly, click the "Settings" tab and type in the "Site Title" field. In Office Live, click the "Page Editor" tab, then click "Page Properties" and type in the "Page title" field for each page. In SynthaSite, click the "Properties" tab and type in the "Window Title" field.)

If you primarily do business locally, there are other ways to get noticed. Start by trying this exercise: Type "Seattle spas" in Google and pay attention to the results. At the top of the page, you'll see several spa listings, with phone numbers, reviews and Web-site links, next to a map showing each spa's location.

Below that, you'll see traditional search results, but many of the links won't send you to a specific spa's Web site. Instead, they'll send you to a news or review site, like Citysearch or Yelp, that talks about area spas.

So, it's important to get into the listings at the top of the page, next to the map, as well as into the news and review sites. To do that, first register your business with Google's Local Business Center (Google.com/local/add). By entering some details, like your business's address and phone number, you can automatically be listed in Google's local results at the top of the page.

Next, the news and review sites. Say you're a spa owner in Seattle: Click on the Citysearch page that comes up in a search for "Seattle spas" and find contact information for a Citysearch editor who might want to include your spa in the site's list.

Also click on the links for review sites like Yelp, which solicit reviews from businesses' customers and often give businesses a way to list themselves. Don't review your own business on these sites (it's usually against the rules), but you can encourage your customers to post reviews, as long as you don't bribe them with freebies (also usually against the rules).

7. TRACK YOUR TRAFFIC

A bunch of companies offer free tools to help you track who visits your Web site, how they find it and what they do once they're there. This can help you tweak your Web site to attract more potential customers.

The best-known provider of tools is Google; you can find its offerings at Google Webmaster Central (Google.com/webmasters). We'll focus on one of the programs: Google Webmaster Tools (Google.com/webmasters/tools).

To set this up, follow Google's instructions for uploading a file to your Web site so that Google can track it. Once you've done this, look at a few areas on the Google Webmaster page.

In the "Statistics" area, click on "Top search queries." This shows you two things: the search queries for which your Web site turned up, and the queries from which people actually visited your Web site. If a search term appears in the first list but not in the second, it means your Web site is showing up in search results for that term, but people aren't clicking on it.

To improve your site's performance for that term, you should tailor the language in your Web site. Say your Web site shows up in searches for "experienced Seattle therapists," but nobody is clicking on it; that suggests that you might want to describe your level of experience on your site to improve your performance.

You can find another handy feature of Webmaster Tools in the "Links" area. Click on "Pages with external links" to see a list of other sites that include links to your site. This can give an insight into how others view your site. For instance, if you run a bar and see that a local hotel links to it from its own Web site, you can guess that the hotel is recommending your bar to its customers. So, you might offer special discounts to that hotel's visitors.
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—Ms. Vara is a writer in Iowa City, Iowa.

Write to Vauhini Vara at vauhini.vara@wsj.com

Wednesday, February 11, 2009

Highest-Paid IT Skills and Certifications During the Recession

http://www.cio.com/article/478414/New_Research_Reveals_Highest_Paid_IT_Skills_and_Certifications_During_the_Recession

– Meridith Levinson, CIO

January 29, 2009

Foote Partners today released its latest research on IT skills pay. Foote Partners' IT Skills and Certifications Index shows the individual IT skills and certifications that increased and decreased in value during the final quarter of 2008. This latest data reflects for the first time the impact of the financial crisis and economic recession on IT skills and what companies pay for them.

The specific non-certified IT skills that increased in value during the fourth quarter of 2008 include:

  1. NetWeaver Portals (SAP EP)
  2. PHP
  3. Apple OS X/Tiger/Leopard
  4. ITIL
  5. Java/J2EE, SE, ME
  6. NetWeaver PI (SAP XI)
  7. Master Data Management
  8. Unified Communications/Messaging
  9. Database Management
  10. Microsoft SQL Server
  11. Oracle Developer Suite
  12. SAP Solution Manager
  13. NetWeaver BI (SAP BW)

Of these seven IT skills that increased in value during the fourth quarter, NetWeaver, SAP Solution Manager, Oracle Developer Suite, Microsoft SQL Server, database management and master data management skills ranked among the highest paid non-certified IT skills in Foote Partners' research.

Though not among the highest-paid IT skills, PHP, Apple OS X, ITIL and Java/J2EE/SE/ME know-how showed some of the biggest pay increases: Pay for IT professionals with PHP and Apple OS X skills jumped 16.7 percent. Pay for ITIL and Java/J2EE skills rose 11 percent. Pay for IT professionals with NetWeaver Portals skills grew by nearly 30 percent.

The pay increases in some non-certified skills were offset pay decreases for other skills. The non-certified IT skills that decreased in value during the fourth quarter of 2008, according to Foote Parnters:

IT Skills that Decreased in Value

Skill


Percent Decrease
ATM 32%
Novell Netware 30%
Tie between: Visual J++ and Perl 28.6%
SMTP 25%
Tie between C and AIX 20%
Tie between Accelerated SAP (ASAP) and SAP PM 16.7%
Tie among Windows Vista/XP, WAP, WML 14.3%
Tie among JavaBeans/EJB, RAD/Extreme Programming/Agile Programming, SIP (Session Initiation Protocol) 12.5%
Tie among Microsoft BizTalk Server, SAP KW, Tivoli 11%
Microsoft Identity Integration Server 10%
SAP FI-Travel Management 9%
Tie between SAP SEM and SAP Web Application Server 8.3%

Notably, some of the SAP skills that are among the highest-paid, such as SAP Web Application Server and SAP SEM (Strategic Enterprise Management), according to Foote Partners' research, are on the decline. Rapid application development, extreme and agile programming skills, which also rank among the highest-paid IT skills, are on the decline, too.

Highest-Paid IT Certifications

The highest-paid IT certifications that commanded pay increases in the last three months of 2008 include:

Highest-Paid IT Certifications That Increased in Value

IT Certification


Percent Increase
Brocade Certified SAN (Fabric) Designer 42.9%
Cisco IP Telephony Design Specialist 25%
Microsoft Certified Solution Developer 25%
Microsoft Certified Trainer 25%
Cisco Certified Design Professional 25%
HP/Accredited Systems Engineer 12.5%
Planet3 Certified Wireless Security Professional 11%
Microsoft Certified Architect 10%
EMC Proven Professional Technology Architect-Expert 10%
SNIA Certified Storage Networking Expert 9%
IT Certified Architect (ITCA/Open Group) 7.7%
Certified Information Security Manager 7%
Cisco Certified Internetwork Expert 7%

Other IT certifications that aren't among the highest paid, but that saw pay increases are:

Other IT Certifications That Increased in Value

IT Certification


Percent Increase
CompTIA Security+ 46.7%
GIAC Security Essentials Certification 46.7%
Certified Ethical Hacker 40%
Planet3 Certified Wireless Network Administrator 40%
Cisco Certified Design Associate 40%
CompTIA Certified Technical Trainer 33.3%
EMC Proven Professional Technology Architect-Specialist 28.6%
RedHat Certified Technician 25%
HP/Certified Systems Administrator 20%
Brocade Certified Fabric Professional 14.3%
GIAC Certified Incident Handler 14.3%
Sun Certified Network Administrator for Solaris 14.3%
Check Point Certified Security Administrator 14.3%
Citrix Certified Enterprise Administrator 12.5%
SNIA Certified Systems Engineer 12.5%
Cisco IP Communications Express Specialist 12.5%
Security Certified Network Architect 10%
SNIA Certified Architect 10%

Among the highest-paid IT certifications, pay for Cisco Certified Voice Professional, Certified Information Systems Security Professional (CISSP) and GIAC Security Expert certifications is on the decline. Pay for those certifications declined by 9.1, 7.1 and 6.7 percent respectively.


Monday, December 1, 2008

Removing Complexity

http://geekdoctor.blogspot.com/2008/10/removing-complexity.html

Tuesday, October 28, 2008

Removing Complexity

"Fools ignore complexity. Pragmatists suffer it. Geniuses remove it."
Alan Perlis (Creator of ALGOL, one of the first programming languages)

Whenever I purchase something for myself or my home, I always think about the complexity that the purchase will add to my life. Adding more stuff to my life can lead to short term gratification, but it also can lead to long term maintenance headaches.

The same can be said of information technology. Here a few examples:

1. A few years ago, I had dinner with Steve Ballmer and explained that Microsoft should produce secure, reliable products with fewer features and lower cost. Who really wants their outline reformatted by the Outline Wizard in Word? Who really wants to apply the latest emergency patch that's required because of too much code supporting too many seldom used features? He explained that I was mistaken since most people use 95% of the features in Office and the average user prioritizes new features over everything else. We agreed to disagree and he returned to Redmond to manage the creation of Vista.

2. At BIDMC, we buy and build software. Every time we buy a commercial product we need to think about interfaces from our existing systems to the new product and from the new product to our existing systems. All those interfaces add significant complexity, makes recovery from downtime more difficult and increase the cost of support. Recently, a clinician commented that one of our new software purchases really surprised her, since it added complexity, fractured workflow, and inconvenienced many users for the benefit of a few.

3. When we build software, we are often tempted to add all the bells and whistles requested by the user. For each new custom feature there is a cost of maintenance, additional training, and potential bugs that could compromise stability/reliability. I've been involved in many development projects that eventually became so complex that the software had to be rewritten to ensure usability, security and maintainability.

4. Customizing commercial packages seems like a good idea to get the buy in of stakeholders. Over my past decade as a CIO, I've found that stakeholders come and go, and when they leave, all the esoteric customizations they designed are often retired. In fact, many upgrade projects include the retirement of all the previous customizations that became an impediment to life cycle management of software, added complexity, and over the long term were more hassle than benefit.

5. Best of breed seems like a good idea when you're comparing products based on narrowly focused requirements. We did that with our email system i.e. Exchange for general email functions, Brightmail for spam protection, McAfee for virus protection, Tumbleweed for secure email transmission, SendMail for SMTP gateways etc. The end result was a feature rich system that has been too challenging to maintain and debug. Our next purchase will be an appliance from a single vendor which consolidates Spam filtering and security into a single product.

In short, complexity is generally not a good thing. What am I doing to battle complexity?

I try to use the fewest number of vendors possible - one (or at most two) storage vendors, one desktop vendor, one network vendor, and a very few application vendors. The more vendors, the greater the integration effort, the increased support and maintenance burden and the higher the cost.

I aim to avoid customizing commercial software whenever possible. My experience is that customizations are rarely worth the investment. Once customizations are in place and the users really understand the implications to workflow, cost, and impediments to future upgrades, they are no longer so enthusiastic about them.

I use enterprise-wide generalizable tools whenever possible i.e. one content management system for the web, one means of authentication/single signon, one ERP system for all fiscal/administrative functions.

How are we seeing this "removing complexity" idea play out in the industry?

People are adopting Gmail, Google Apps, and Facebook as "good enough" productivity tools.

People are adopting commodity hardware, clustered together using basic Linux operating systems, instead of proprietary niche solutions.

People are using Software as a Service offerings with thin client computers running nothing more than a browser. Even Microsoft has embraced the new reality of cloud computing, demonstrating a willingness to eliminate the complexity of its current operating system and application environment.

In the world of IT, simplicity is often more reliable, more secure, and more usable. Whenever I'm tempted to add complexity to address the needs of a few customers, I remind myself that Less is More. Per the Alan Perlis quote above, we should all strive to be geniuses!