DemoCrunch 2008

Bay Area, Social Networking, Startups April 2nd, 2008

This year’s TechCrunch 50 Conference is planned to coincide with DemoFall, the (other) premium startup Launch event.

VentureBeat attempts to (well, sort of) explain it with scheduling, but make no mistake, this is a fairly open move against DemoFall, to establish TechCrunch50 as the premier startup launch event. There’s no question that TechCrunch can pull in just about the entire VC community - in fact given the audience pricing, $2000 early bird, and $3000 regular, it’s hard to believe anyone but VCs can afford to attend. Well, VCs and students, as those with a student ID can get in for $149.

The presenting companies will not be charged - that’s a huge differentiate vs. Demo. As I said before, you almost have to be already funded to be able to afford Demo’s fees. I leave it to you to decide which one is more startup-friendly.smile_wink

Of course they want a real launch show, so the one hard condition is that your product /service will have to be new (unseen) at the Conference. Several commenters are already complaining that they are launching before September, which automatically disqualifies them.

I have a solution for you “early birds”: come join us at Launch: Silicon Valley 2008 jointly presented by SVASE and Garage Technology Ventures. Five of last year’s 29 presenters received venture funding, in aggregate of $30M. That’s not $140M, but not too shabby, eithersmile_regular.

How to participate? If by June 10th, 2008 (the day of the event) you will have a product or service available, but have not been out in the marketplace for more than a few months, then send an Executive Summary of no more than 2 pages to Launchsv@svase.org. Submission deadline: May 9th, 2008. (Garage Technology offers a useful Writing a Compelling Executive Summary guide.) Last year’s 30 (actually, 29) presenting startups were selected from 170 submissions. For details - and attendee registration - check out http://www.launchsiliconvalley.org/.

See you there!

Related posts: bub.blicio.us, Valleywag, Jason Calacanis, SheGeeks, ValleyWag, News.com, Silicon Alley Insider, : WinExtra, CenterNetworks, mathewingram.com/work, BoomTown, The Drama 2.0 Show, Geek Gestalt, /Message

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SVASE VC Breakfast with Ann Winblad of Hummer Winblad Venture Partners

Bay Area, Software, Startups March 28th, 2008

After a long break I’ll be moderating another SVASE VC Breakfast Club meeting next Thursday, April 3rd  in San Francisco.  As usual, it’s an informal round-table where 10 entrepreneurs get to deliver a pitch, then answer questions and get critiqued by a VC Partner. We’ve had VC’s from Draper Fisher,  Kleiner Perkins, Mayfield, Mohr Davidow, Emergence Capital …etc.  This time we”ll have the honor of welcoming Ann Winblad, Partner, co-Founder of the first exclusively software-focused venture firm, Hummer Winblad Venture Partners.

These breakfast meetings are a valuable opportunity for Entrepreneurs, most of whom would probably have a hard time getting through the door to VC Partners. Since I’ve been through quite a few of these sessions, both as Entrepreneur and Moderator, let me share a few thoughts:

  • It’s a pressure-free environment, with no PowerPoint presentations, live demos, Business Plans…etc, just casual conversation; but it does not mean you should come unprepared!
  • Follow a structure, don’t just roam about what you would like to do, or even worse, spend all your time describing the problem, without addressing what your solution is.
  • Don’t forget “small things” like the Team, Product, Market..etc.
  • It would not hurt to mention how much you are looking for, and how you would use the funds…
  • Write down and practice your pitch, and prepare to deliver a compelling story in 2-3 minutes. You will have about 8-10 minutes, the first half of which is your pitch,  but believe me, whatever your practice time was, when you are on the spot, you will likely take twice as long to deliver your story. The second half of your time-slot is Q&A with the VC.
  • Bring an Executive Summary; some VC’s like it, others don’t.
  • Last, but not least, please be on time! I am not kidding… some of you know why I even have to bring this up. Arriving an hour late to a one-and-a-half-hour meeting is NOT acceptable, but we’ve had too many such incidents, so here’s a new rule:  if you’re late by more than 20 minutes, you will not be allowed to join the session.

Here’s the event info page, and remember to register - the previous event with Hummer Winblad sold out in advance. 

See you in San Francisco!

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Launch: Silicon Valley 2008 - Call for Startups

Bay Area, Social Networking, Startups March 21st, 2008

Startup Entrepreneurs who did not make it to the recent Under the Radar event, here’s your second chance: join us at Launch: Silicon Valley 2008, co-presented by SVASE and Garage Technology Ventures and Microsoft.

In fact it will be more than a second chance: while the UtR event focused specifically on the business-oriented web applications, Launch 2008 is designed to uncover and showcase products and services from the most exciting of the newest startups in information technology, mobility, security, digital media next generation internet, life sciences and clean energy. The inaugural Launch event was in 2006, combined with Guy Kawasaki’s Art of the Start conference.

Are these events worth attending? It’s your call … all I can say is 5 of last year’s presenters received venture funding, in aggregate of $30M. smile_shades

So if you are building the Next Great Business in the areas mentioned above, are (almost) ready for launch, meaning that by June 10th, 2008 you will have a product or service available, but have not been out in the marketplace for more than a few months, then by all means send an Executive Summary of no more than 2 pages to Launchsv@svase.org. Submission deadline: May 9th, 2008. (Garage Technology offers a useful Writing a Compelling Executive Summary guide.)

Last year over 170 companies from all around the country and even overseas applied, so clearly the presentation spots are in high demand. Based on the submissions up to 30 companies will be invited to present at the Launch: Silicon Valley 2008 event on June10th at the Microsoft Campus in Mountain View, California. Presentations slots are 10 minutes, running in 6 sessions of 5 companies each. Each presenting team will also be assigned a cocktail table in the Networking Room where they can meet with interested audience members one-on-one to answer questions and explore possibilities.

Guy Kawasaki will deliver the opening Keynote, while the closing keynote will be by Tim Draper, Managing Director of Draper Fisher Jurvetson.

The evening before, on June 9th the presenting companies, registered audience and selected bloggers and media will be invited to a Pre-Event Party at a prestigious location in Palo Alto, providing a further opportunity for networking with Silicon Valley’s movers and shakers.

Here’s a list of companies that launched new products/ services at last year’s Launch Silicon Valley event:
BooRah, Catalog Data Solutions, ClearlyBest.com, Connectance, Datamash Corp., Data Robotics ($10MM venture financing, Q3 ‘07), DivinR, d.light design, Eyejot, fix8, Fog Screen,GroupScope, H3.com, Industrial Origami, Jaxtr ($9MM venture financing, Q3 ‘07), Kongregate ($5MM venture financing, Q3, ‘07), LogSavvy, MyShape (Undisclosed venture financing, Q3, ‘07), Nuvora, Ready Solar, Redwood Renewables, Sensl, Shapewriter, Smaato, SnapJot, Spresent, TelId, Truemors, Wrike, and Yodio.

So if you are a qualifying startup Founder, remember the deadline: May 9th. Registration fee (incl. Networking Table + 2 tix) for the invited finalists is $695 if SVASE members, $850 otherwise. For audience members, Early Bird registration is available at $145 / $195 until May 19th, after which only full price registration will be possible. For additional details and later for updates check http://www.launchsiliconvalley.org/.

Guy Kawasaki called Launch: Silicon Valley “the poor man’s Demo”. SVASE proudly wears that badge, since we’re bringing this event at a price that won’t keep any startups away. It’s your turn now: send in the Executive Summary and launch with us in June.

Update (3/21):  I was just informed that the SVASE site as well as launchsiliconvalley.org is down, and will likely be so for the next 48 hours. Bummer, apologies for the inconvenience.   In the meantime, Executive Summaries can still be sent to Launchsv@svase.org, and the , Early Bird registration works, too.

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Under the Radar Conference in Two Days - Save $100 Here.

Bay Area, Business, Social Networking, Startups March 18th, 2008

Under the Radar is the Silicon Valley’s most established startup debut platform: a conference series organized by Dealmaker Media, covering business applications, social media, entertainment, mobility..etc. The next conference, focusing on The Business of Web Apps: Where the Web Goes to Work is only two days away and Dealmaker Media allowed me to announce a few discounted tickets. Enjoy the $100 blogger discount by registering at this link only.

32 startups will present in a rapid-fire format (correction: American Idol formatsmile_shades) they are grouped in categories of 4 each, in two parallel tracks (yes, you do have to pick one, but can switch back and forth), and each presenter has about 15 minutes. They get grilled by the judges and audience, and at the end of the conference the winners of each category are announced.

The categories and the selected startups are:

Track 1 Track 2
Business Calls Virtualization
Get Aggregated Manage Up
Happy Customers Virtual Worker
Work Together Marketing and Measurement

Last year I was on the Selection Committee to the Under the Radar Office 2.0 event, and as such reviewed over a hundred companies / products. Obviously not all could make it, so I am especially pleased to see some of them on this year’s list. Of course the real measure of success is that several presenters have since received funding, gained significant brand recognition and customers. Some are back this year as Graduate Circle sponsors:

3Tera | Blogtronix | Clarizen | Longjump | Nirvanix | Q-layer | Smartsheet.com | Transera

Other than the presentations, these events are also an excellent networking opportunity amongst the 400 or so attendees, so let’s look at the attendance statistics by provided by Dealmaker Media:

http://sheet.zoho.com

Concluding the Conference, Robert Scoble will be hosting a fireside chat with Amazon’s VP & CTO, Werner Vogels to discuss the future of apps in the cloud…where its heading, who will dominate and what you should be doing now to get ahead.

The event ends with a cocktail reception, and - here’s the bonus - participants are also invited to the Opening Reception the night before at Palo Alto’s Zibibbo.

So what are you waiting for? Grab a discounted ticked while they last.

Last, but not least, this year’s Selection Committee:

Pete Cashmore | Mashable
Robert Scoble | Scobleizer
Richard MacManus | ReadWriteWeb
Ismael Ghalimi | IT|Redux
Marshall Kirkpatrick | New Media Consultant
Josh Jaffe | Tech Confidential
Jon Burke | alarm:clock
Jeremy Toeman | Stage Two Consulting
Rafe Needleman | Webware
Leon Ho | Lifehack.org
Bryce T. Roberts | O’Reilly AlphaTech Ventures
Stowe Boyd | /Message
Brian Solis | bub.blicio.us
Rod Boothby | Innovation Creators
Eze Vidra | VC Cafe & Ask.com

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Why Startups Shouldn’t Bother About NDA’s

Business, Startups March 17th, 2008

OMG, this must be Recurring Themes Daysmile_wink  Just done with the Your Blog is Your Resume theme (this one pops up about once a year with almost predictable regularity), and am now worried about Alexander Muse’s health.  He’s a healthy strong man, but wants to shoot himself if he receives another NDA.  He quotes Rick Segal (sorry, Rick for taking it verbatim, it’s just too entertaining…):

VC firms typically do not sign NDAs for first looks/meetings.

VC firms typically do not sign NDAs with promises not to evaluate the same or similar businesses included.

VC firms typically do not sign NDAs with 5 year no contact clauses included.

VC firms typically do not sign NDAs with promises to report any contact with competitive businesses included.

Rick is a Canadian VC, and his firm has received 35 NDA’s so far this year. But here’s the best part from his post:

Repeat this 10 times before you go to bed tonight:

I will not send an unsolicited beautiful leather bound binder with 600 hundred pages of detailed business, marketing, competitive, and financial information about my business along with an unsigned NDA and a request for it to be signed and returned to any VC.

It arrived in my office on Thursday and the binder was off the charts nice.

Don’t ever do it. Really. Just send the nice leather binder without all the crap. smile_tongue  Unless you’ve discovered a new Conspiracy Theory (but you wouldn’t send that to a VC, would you?) don’t send hundreds of pages.  Your page limit for first contact is one, perhaps two.

Back to the NDA theme, now that we’ve  seen how VC’s hate them, let’s look at why startups shouldn’t bother about them anyway:

  • As an Entrepreneur it is often in your interest to share WHAT you do, as a way to solicit feedback, concept validation
  • If there is a “secret sauce” of HOW you will do it, you should not share it anyway, NDA or not - not until further down the road as part of due diligence with a committed investor
  • Since it’s commonly known that investors do not sign NDA’s, asking for it is akin to displaying a banner: “Newbie Here”

These were originally Dharmesh Shah’s points, and my addition:

  • If the information you reveal during the presentation is enough for a competitor to jeopardize your position, than you really don’t have anything substantial to justify an investment. Your time would be better spent on product development.

 

Finally, a side-note to Alex (and all):  RFP’s are also a waste of time.  Extraordinary effort on formalities, and most RFP’s are issued as CYA,  to cover up the fact that the prospective Customer already has a preferred vendor / solution provider.  If you’re in the public sector, there’s no way around them, otherwise avoid RFP’s - there’s always other business to go after.

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Oops, They Fired All Their Workaholics

Startups March 8th, 2008

Wow, quite a firestorm on a weekend over whether startups should hire only workaholics or not. It’s tip #11 on Jason Calacanis’s How to save money running a startup list that ticked off many readers:

Fire people who are not workaholics. don’t love their work… come on folks, this is startup life, it’s not a game. don’t work at a startup if you’re not into it–go work at the post office or starbucks if you’re not into it you want balance in your life. For realz.

The edits show how Jason re-wrote this point after harsh criticism like Calacanis Fires People Who Have A Life on TechCrunch and Fire the workaholics by 37Signals. I don’t think he had to edit it, anyone who had been at a startup, who understands startup dynamics should “get it”.

He is talking about the need to have highly passionate team members, who at a certain stage of their life and the startup’s life are willing to - and happy to - shift their priorities. You can’t force people to be workaholics, all you get is slaves in a sweatshop, and that not only causes burnout, it does not produce quality results anyway. David at 37Signals is right:

If your start-up can only succeed by being a sweatshop, your idea is simply not good enough. Go back to the drawing board and come up with something better that can be implemented by whole people, not cogs.

Agree. But great founding teams are often made up of workaholics - it has to come from the fire within, not forced. These guys locked up in a live-and-work apartment probably did not have 8-hour workdays, yet didn’t look too unhappy. A year later they are growing, picked up two rounds of funding, have 20 employees and even put TechCrunch in the toilet.smile_wink I don’t expect their 20th employee to be just as passionate as the Founders, but it can’t be a 9-5 type person either. At this stage they still need driven Team Members, not simply employees.

Most startups that grow to a certain point will lose this team atmosphere at some point. They will start to hire more “regular employees”, many of whom are opportunity seekers, in for quick ride, ready to jump ship any time. Too bad, but it’s a fact of life.

Not everywhere, though. 37Signals is still a small team (by choice) but not really a startup anymore. They seem to have found the golden balance between work and life, having introduced 4-day workweeks, funding team members’ passions, be it flight lessons, cooking classes…whatever. I don’t think they whine if (when) the occasional crunch comes. Another “startup” (not really, anymore) I often write about is Atlassian: at $30M revenue and 130 employees they still preserve a unique culture, do a lot of programs together, and generally working there is a lifestyle, not just employment.

The above two have something in common, other than having good products: they did not take VC investment. They can pretty much do whatever they like. Maintaining a great team is no just a means to business, it’s part of their ultimate purpose.

The weekend firestorm comes completes a full circle: in a second TechCrunch article Mike Arrington comes to Calacanis’s defense: Startups Must Hire The Right People And Watch Every Penny. Or Fail. This is a very good article, I wholeheartedly agree with it. And while at it, let me also refer you to Startups: Executive Hiring Challenges or Beware of the Suits.

On a lighter note, the CEO of another self-funded former startup, Zoho apparently heeded 37Signals advice, and fired all his workaholics.

(Not really… Watch out for a major product announcement next week.smile_wink)

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TechCrunch in the Toilet

Humor, Startups March 7th, 2008

No, I am not implying that TechCrunch is bankrupt, or heading into their own Deadpool.  TC has all the signs of doing just fine, with 700K subscribers and loads of advertisers.  But they are in the toilet, nevertheless - at least in a certain toilet.

Online file-sharing and collaboration startup Box.net is changing the ancient habit of reading your newspaper in the toilet.  (Frankly I never understood this habit, personally I prefer getting out of there as soon as possible, but for many people it’s a true ritual.)   The company, which just a year ago was 4 guys cramped together in a two-bedroom live-and-work apartment has grown to 20 employees and picked up two rounds of funding.   Flush with VC money, they equipped their restroom with a flat screen that shows an auto-refreshing display of technology news from TechCrunch.  No more newspaper in the bathroom!

I can’t help but wonder about the screen position though.  For all I know, this is only for the guys’ entertainment, gals usually face the other way - is Box.net still an all-male team?  And, without getting into the very material details, even we boys only perform one “operation” facing that way.., and that’s normally the quicker one. (?)  

Aaron, care to clarify? smile_eyeroll

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Enterprise Software: from ERP to BRP

Collaboration, ERP / CRM, Enterprise Software, Startups March 5th, 2008

I had already spent half a decade implementing SAP solutions in the 90’s when I finally got enlightened, learning the “proper term” for what I was doing: ERP, as in Enterprise Resource Planning. The term was coined by then Gartner Analyst, now Enterprise Irregular Erik Keller. Now another fellow Enterprise Irregular, Sig Rinde introduces a new interpretation of ERP: Easily Repeatable Process. Of course he contrasts that with his new acronym, BRP (not to be confused with BPR, another 90’s favorite), which means Barely Repeatable Process. BRP is what Thingamy, Sig’s lightweight, extremely adoptable system attempts to address. But it’s a very-very tough sell…

ERP traditionally addresses the core, standard, and as such repeatable business processes. Whatever it can’t handle are the exceptions: processes to be handled by knowledge workers outside the realm of ERP, by traditional means: phone calls, spreadsheets, creative thinking and a lot of emailing back and forth. Exceptions may be a fraction of business volume, but they are what corporate employees spend most of their time resolving. If that’s the case, knowledge workers who come up with innovative solutions may consider it a good practice to document them just in case the “exception” ever occurs again… and if it does a few times, well then it’s no longer an exception, but a (Barely) Repeatable Process.

Wikis in the Enterprise are a simple yet effective solution to manage such BRPs: they facilitate collaboration of all knowledge workers involved, allow some structure (structure is helpful when not pre-imposed but flexibly created) to organize data and finally, as a by-product they serve as documentation of the solution for future re-use.

Neither process-driven heavyweight systems like ERP, nor innovative, lightweight collaboration tools like wikis are the one and only mantra for most businesses (see my previous rant on “you can’t run your supply chain on a wiki“), they have their own place and should complement each other. Standard business processes and exceptions are not black-and-white opposites either: it’s a continuum, and halfway is BRP. If ERP (in the traditional meaning) tries to address to many of theses BRPs, it gets overly complex (it already is!), hard to configure and use.

This is the dilemma Sig’s system, Thingamy addresses. It’s neither free-form collaboration, nor ERP: it’s a business system framework, that allows you to model and define business processes: a tool to create your own custom-made ERP, if you like.

And therein lies the rub. Most business users don’t want to create software. They want to use it. This was the problem that caused the demise of Teqlo: the unfunded, unproven belief, that users actually want to interactively create their tools. No, they want to deal with the urgent business problems (the BRP), using whatever tools are readily available.

Thingamy’s dilemma is finding the customer: it certainly won’t be the business user. A modeling tool, simple it may be has a learning curve, dealing with it is a distraction to say the least. Thingamy’s likely “owner” would be corporate IT which would have to create processes on demand. But we all know what happens if you need to call IT to create a “program” for you.smile_omg Thingamy could possibly be a handy tool for consultants, system integrator firms - but they all have their own army of programmers, toolsets..etc, which makes it an awfully hard sell, IMHO.

Thingamy is no doubt an elegant solution, I just don’t see the mass market need for it, because it does not solve a mass market problem. Or I should say, it does, but there’s a mismatch between whose problems it solves and who can use it. Sig himself defines collaboration as a workaround for the Barely Repeatable Processes in the Enterprise: my bet is that this “workaround” is here to stay for a long time.

Update (3/18): CIO Magazine interviews Ross Mayfield, Founder and Chairman of Socialtext, an enterprise wiki company:

Most employees don’t spend their time executing business process. That’s a myth. They spend most of their time handling exceptions to business process.

… the greatest source of sustainable innovation is how you’re handling these exceptions to business process.

… So I’ve always looked at it as we’re doing the other half of enterprise software: making this unstructured information transparent.

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Google Gears goes Mobile - Zoho First to Take Advantage

Personal Productivity, SaaS, Startups March 3rd, 2008

Mobility is supposed to be about 24/7 connectivity, isn’t it?  I’m writing this on a a 7.2Mbps HSDPA mobile connection while visiting my parents in Hungary.   HSDPA is like 3G on steroids, and we’re not even close to universal 3G coverage in the US.  What’s more, forget data, I’d be happy with just universal voice coverage right here in the heart of Technology.  I get measly coverage (half a bar only right next to the window) in my house, but what’s a real shame, try talking on a T-mobile phone on the long walkway from Parking to the International Terminal at SFO: zero, nada, no signal at all.

Until that’s fixed, mobility isn’t about 24/7 connectivity, it’s about 24/7 access, online or offline.  Which is why it’s great to see Google Gears Mobile released today, initially for Internet Explorer Mobile on Windows Mobile 5 and 6.  Now you don’t lose vital information when your phone goes offline. 

The first two apps taking advantage of Gears Mobile are Buxfer a finance tracking application and Zoho Writer.

 

The current Zoho Mobile Offline version (wow, that’s a mouthfulsmile_tongue) is view only - if you recall, it did not take long for Zoho to add edit capabilities to the Gears-based offline version on the desktop, so we can likely expect the same here, too.

This video presents Zoho Writer Offline in use.   As a reminder, Zoho also works on the iPhone, at at izoho.com - offline support will come just as soon as Google Gears will support it.

 

Related posts: Google Mobile Blog, TechCrunchTechMoz, VentureBeat, Mashable, The Buxfer Post, Zoho Blogs.

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NetBooks: Integrated SaaS Suite for Very Small Businesses. Almost.

ERP / CRM, SMB / SME, SaaS, Startups February 19th, 2008

When I started this post 2 months ago, it had a more tongue-in-cheek working title: NetBooks - the Little Gem in Hiding - clearly a play on Dennis Howlett’s  post, NetBooks - a little gem.  That’s because despite Dennis’s positive review of this new SaaS solution for small businesses I found their website a major turn-off .   I did not find a feature-list, screen prints, demos: the closest they had was a contact form to request a scheduled demo.  Failure!  You can’t reach the “long tail” of the market via outbound sales; your site needs to be absolutely transparent, so potential customers can find all feature / price information at their fingertips, then just try-and-buy. 

But what a difference a few weeks make!  Having checked back, now NetBooks offers decent product information, online videos, in fact you can now set up a free trial account with sample data in minutes.  (While it looks like just another contact form, the process is automated, I received my email confirmation within a minute.) Self-navigation definitely beats just watching vid’s. Kudos to NetBooks for fixing a major shortcoming so fast!  (Note to self: don’t leave half-written posts, they may have a short shelf-life…)

Let’s look at the actual system now.  NetBooks aims to be an On-Demand integrated business management solution for small manufacturing businesses - in fact for other types of businesses, too, as long as they hold inventory and ship tangible products.  They cater for  what they call True Small Businesses (TSB), which I referred to as  VSB - very small businesses, the “S” in SMB / SME.  Typically companies with less then 25 employees, sometimes only 3-5, and, most importantly, without professional IT support, hence Software as a Service is a life-saver.

NetBooks tries to cover a complete business cycle, from opportunity through sales, manufacturing, inventory / warehouse management, shipping, billing, accounting - some with more success then others.  Manufacturing, Inventory, Shipping and their integration to Accounting appear to be a stronghold.  If you’re in sales, you’d like to see a Sales Catalog, if you’re in the warehouse, you want an Inventory List, and if you are in manufacturing, you need a Production Elements list: they are all one and the same, allowing you to define a product structure (Bill of Materials, BOM) with different physical characteristics, reorder points, pricing levels, warehousing requirements, marketing notes…etc.   In other words, different functions can update their own slice of the same information and it’s shared with others (of course in a small business several of these functions may very well be carried out by the same person.)

Not having any procurement / purchasing functions appears to be a glaring omission: after all, if you’re in manufacturing, you will likely need to buy some components / materials. 

Another function, nominally present, but rather weak is CRM.  I can set up a Revenue Opportunity list, track contacts, events, even financial terms per record, but what’s the point if I can’t turn these into a Quote, later a Sales Order?  In fact I have to start a sales order from scratch, and it does not update the opportunities: unless you close them out, they will show as prospects long after you shipped the order, invoiced the customer and received payment.

Sales Order creation appears to be  a watershed event in NetBooks: that’s when the system comes alive, integration gets better from here, with information flowing through nicely.  Completing the order creates a shipping document, confirmation of the shipment creates a a billing request, invoice.  Even external services are integrated well, like UPS for Online Shipping and PayCycle for payroll .  There’s a complete “document trail”, you can start from the accounting side, too: from Accounts Payable (invoice) you can trace all actions back to the shipping doc, sales order…etc.

I understand why Dennis with his accounting background considered this system a gem:

As an accountant by training I often make the mistake of taking the number cruncher’s view. On this occasion I don’t have to. The way NetBooks is organized, you enter it according to the role you fulfill. That means you only ever need use the screens that are pertinent to you.

Real-world people record their real-world transactions: manufacturing, physical movement of goods, and the system records the facts in Accounting.  NetBooks  is an accounting system at it’s heart, but one without the need to deal with accounting screens.  This should not come as a surprise, given Founder Ridgley Evers’s own background: he was co-founder at QuickBooks, the de facto standard for small businesses.

Most of the sample data in the NetBooks trial system appear to have come from Evers’s real-life business: Davero Ingredienti, a purveyor of olive oil products, and I think this very well represents the type of small business NetBooks may be ideal for: relatively stable, has a good repeat customer base, receives a  lot of inbound orders and needs to execute on manufacturing and shipping to these customers.  It badly lacks stronger Sales features, and a more flow-oriented thinking to support aggressively growing businesses.

The User Interface is nothing to call home about. You certainly won’t find the lively charts and dashboards seen at Salesforce.com, NetSuite, SugarCRM, Zoho CRM …etc.  But having a simplistic UI is one thing, making it outright boring is another, and hard to use is a capital crime.  In NetBooks you basically navigate through small text lists, then double -click on an item to drill down to more details, wait long (the system, at least the trial one feels very slow) for several overlapping screens to pop up. You have to close or move around some of these pop-ups to see what’s underneath.  And whoever came up with the idea of clicking on those tiny arrows should be banned from web design for life.  

 

Seriously, this isn’t just the lack of rounded-corners-gradient-colors web 2.0 goodness: the poor UI, the microscopic arrows to click on render NetBooks a pain to use. 

Although I’ve been quite critical in this review, I still like the NetBooks concept: give very small businesses an integrated system they previously could not afford. NetBooks starts at $200/month for 5 users, additional users seats are $20.  That’s a fraction of the current “gold standard” in the space, NetSuite - although the step up to NetSuite also brings a wealth of new functionality.  Finally, SAP’s Business ByDesign is worth mentioning: when it becomes widely available, it will be the most function-rich SMB SaaS solution - but their entry point is about where NetBooks’s upper limit is.

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