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Click… Click … #FAIL. The Microsoft Dynamics Obstacle Course

I guess I should start theme days.  Yesterday it was passwords, today it’s a picture is worth a thousand words.  Well, this time it’s actually 4 images, but they tell the full story.. no comment required.

dyn1

New Blog Post: Check Out the NEW NetSuite Compete Site!: check out the new NetSuite compete site for competitive… http://twurl.nl/0h2gyj

OK, I am clicking through.. only to find this:

dyn2

What’s this?  Obstacle course?  hm… click through again…

dyn3

Geez, will this ever end?  Click… click..

dyn4

No way, Jose.  I’m so outta here.  #FAIL.


Update: On second thought, I think Microsoft must have a penchant for Obstacle Courses – here’s another one.

(Cross-posted @ CloudAve)

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Google Launches Apps Marketplace

I’m at the Google Campfire One event where they’ve just announced the Google Apps Marketplace.  The site is live now, feel free to browse.  The speculation is now over, this is Google’s answer on whether they will enter the Business Applications market – they just did, with an entire ecosystem of Partners.

The new Marketplace fills an obvious need: Google Apps has 25 million users at over 2 million businesses who clearly need more than just the communication / collaboration / Office type applications Google can offer today.  Here’s a chart of some of the initial Marketplace participants:

Launch cos

As you can see, the list represents a wide range of partners – some are very obvious fit, others bring questions re. future business model. Just picking a few randomly, I can easily see how electronic signature management vendor Echosign, the obviously named eFax or meeting scheduler Timebridge expands Google Apps functionality, and they are all easy to use applications.  Spanning Backup is a brand new product just launched days ago, but they’ve established credibility with the previous product, Spanning Sync.

At the other end of the scale we have fairly complex offerings represented by NetSuite and Successfactors.  For SMB SaaS ERP and HRM (yup, lots of acronyms)  offerings integrating Web based office apps or email is a natural fit, but these companies have a very different sales and implementation model: far from the simple test-buy-click-to-install model they have a longer, more traditional sales cycle, a few weeks of implementation work, training..etc.  It will be interesting to see how their presence at the Marketplace plays out, and which side generates more deals for the otherl.

Then there’s Zoho (dislosure: Zoho is sponsoring CloudAve, my main blogging gig).  On one hand, clearly competing with Google, on the other hand, partnering where reasonable.  My personal opinion has been for a while that Google should have acquired Zoho long ago, offering a killer combo of Gmail+ GCal and the Zoho Business Apps to the SMB space.  Obviously neither Google nor Zoho thought it was their best interest (and not mine, either, why would I want to lose our Sponsor…), but they finally met at the Marketplace:-)  Kudos to Google for playing fair with co-opetitors in the interest of their Customers, unlike that other company that booted Zoho from their Appexchange when they did not agree to kill Zoho CRM…  CRM is now Zoho’s best selling product, and Google Apps users will now have easy access to it, as well as to Zoho Projects. Zoho Meeting will soon be integrated, too.

googzohoTalk about integration, Google published extensive API’s for integration of 3rd party programs to Apps, the Marketplace allows easy discovery of such apps and there’s also a commercial model, eventually offering billing on the software vendors’ behalf, for a 20% cut.   For now the actual purchase transaction takes place outside Google, but once it’s completed, Administrators of a Google Apps domain can simply enable the new apps which will be accessible via Google’s Universal Navigation.

Other then for the obvious reasons – users / customers having more choice, I am happy about this launch because I think if any company, Google has the clout to actually expand the market, and in a way influence user behavior, moving us all, consumers and business alike from the traditional sales-heavy model to a pull-model, where we try-click-to buy.  I wrote about this ‘shift’ in detail in the previous post .

Stay tuned for more analysis from Ben who will look at the details as well as competing Apps Markets, and from Krish who will look at some individual offerings.

(Cross-posted @ CloudAve )

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If it Swims Like a Duck and Quacks Like a Duck, then it Probably is a Duck. The Anti-SAP Duck.

RubberDuck

Two SAP-related conferences will run literally next door to each other in Boston next week.  One, which I am attending is the SAP Influencer Summit where analysts and the media get to meet SAP execs – the other is what some of us quickly dubbed the Anti-SAP Conference.

The Sapience conference  is focused on “Alternatives for leveraging  your investment in SAP”.  Fellow Enterprise Irregulars Vinnie Mirchandani and Ray Wang will both be presenting – no surprise there. Vinnie has long earned the nickname Vinnie Maintenance (well, when he’s not Vinnie Merchantsmile_wink) for his crusade against bloated integration and maintenance costs, which “can make up 70 to 90% of TCO in an SAP shop” and Ray also has a track record of taking the customer side.  No wonder the two are now working together as Enterprise Advocates.

Are enterprise software fees outrageously high?  Probably… see my old post on how SaaS subscription can be half of only the maintenance component of traditional software’s TCO.  Do System Integrators, Consultants overcharge?  Probably … although let’s be real, they charge whatever they can get away with, i.e. whatever the market allows. Hence alternatives are good – SaaS, nimble, less expensive third party providers and even strategic client-side consultants like Vinnie and Ray who can make a decent living on advising customers on how to reduce their ERP TCO.  The market is all about competition and and market players have to take sides, no shame in that.

But then I don’t understand why Vinnie and Dennis Howlett are vehemently denying the anti-SAP nature of Sapience. I prefer to call it what it is – just take a look at the sponsor list:

It’s a who is who of SAP’s competitors – now let’s look at some of the Conference Speakers:

  • Craig Conway, PeopleSoft’s last CEO before getting swallowed by Oracle
  • Jan Baan, Founder of Baan, a “hot” SAP competitor in the 90’s
  • Paul Wahl who left SAP for Siebel, and took the creme of SAP’s leadership at the time with him

golden oldiesThey share one thing in common: all former SAP competitors but also representative of the very same “fat” business model they will no doubt speak out against.  They are joined by several former SAP Execs and current service providers.

Zach Nelson, CEO of NetSuite is a great competitor and one who does not miss a chance SAP’s fumbling with their own SMB SaaS offering, BYD offers him.

It’s hard to not see what the conference organizer, Helmuth Gumbel assembled here: the Anti-SAP All Star Band.  Oh, and let’s not forget how Dennis Howlett had introduced Helmuth: SAP’s feet put to the fire.

How about the timing?  If you believe it’s pure coincidence that Sapience coincides with the SAP Influencer Summit both in time and location, I have a bridge to sell you.  It’s just as “accidental” as Netsuite’s SAP for the Rest of Us Party was during SAPPHIRE 2006, right across the Convention Center.   Nothing wrong about guerilla marketing, but why be shy about it?

A conference designed to steal some thunder from SAP’s Summit, at the same time and place, sponsored and keynoted by SAP’s competitors, and it’s not “anti-SAP”?  C’mon… you know the quacks and all.smile_wink But don’t get me wrong: Sapience may very well be a healthy contribution to the SAP ecosystem – it just does not need any whitewashing.

You may also want to read the healthy debate that developed in the comments to Vinnie’s post.

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(Cross-posted @ CloudAve )

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Netbooks Resurfaces from Hibernation as WorkingPoint: SaaS for SMB with Nicer UI but Much Less Functionality

I’ve previously covered Netbooks, provider of an Integrated SaaS Business Suite for Very Small Businesses.

The company had an affordable On-Demand integrated business management solution for the   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, in which case Software as a Service is a life-saver.

NetBooks tried to cover a complete business cycle, from opportunity through sales, manufacturing, inventory / warehouse management, shipping, billing, accounting – some with more success then others.   The process logic, the flow between various functional areas was excellent, but it was rendered almost unusable by a horrible UI. And it didn’t scale… so the company disappeared for a long year, completely re-building their code base.

Read on

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Business ByNetSuite Goes After SAP, While The Giant is Sleeping – Where is Business ByDesign?

Ben recently reported on how NetSuite is going after Salesforce.com, by announcing their Renewforce program.  Today NetSuite is going after bigger  fish: the leader in Enterprise Software, SAP.

The aptly named Business ByNetsuite program guarantees at least 50% savings to current SAP R/3 customers relative to  – watch this! – the annual maintenance fees they are now paying to SAP.  Yes, it’s not a price-to-price comparison.  With the perpetual licence model customers pay upfront, but are still forced to pay annual maintenance fees – with SaaS there is only a subscription fee, and now NetSuite proves it can be half of only the maintenance component of traditional software’s TCO.

Read on to find out how SAP’s own blunder around their excellent product, Business ByDesign opened the opportunity for Netsuite…

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Cloud Computing and Open Source are Not Enemies

Richard Stallman at DTU in Denmark 2007/03/31

Image via Wikipedia

Are Open Source and Cloud Computing anachronistic enemies? You’d think so, if you read GNU creator Richard Stallman’s interview in The Guardian:

Cloud computing was simply a trap aimed at forcing more people to buy into locked, proprietary systems that would cost them more and more over time.

"It’s stupidity. It’s worse than stupidity: it’s a marketing hype campaign," 

Sure, there’s a lot of marketing hype as it is typical with any major technological advancement, especially as it reaches the peak of its hype cycle.    But I think Stallman loses sight of who the “enemy” is.

Read more here

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3 Half-Truths about SaaS

I am a big fan of Software as a Service, but it frustrates the hell out of me to see industry pundits over-hype it without really understanding it.  Here are 3 killer (in the bad sense) half-truths about SaaS:

1 – SaaS is simpler, easier to implement than On-premise software (see update at the bottom)

2 – SaaS is for the SMB market

3 – SaaS is bought, not sold, it’s the end of Enterprise Sales

Let’s examine them in detail:
 

1 – SaaS is simpler, easier to implement than On-premise software.

The only part that’s absolutely true is the technical installation, which the customer no longer has to worry about with SaaS.  But we all know that this is a fraction of a typical implementation.  Implementations are all about business process and training, hence the difficulty / duration / cost of an implementation depends on the complexity of business and the size of the organization – these two tend to correlate with each other.

It just so happens that all SaaS solutions so far have started (and many stay) at the SMB level, so they are simpler not by virtue of being SaaS but by their target market’s needs. 

2 – SaaS is for the SMB market

Yes, traditionally all SaaS started with Small Businesses, but that does not mean it may not move upstream. Salesforce.com and several HCM applications have proven technical scalability, but they offer partial / departmental functionality. 
I am a strong believer that in 4-5 years most software developed will be SaaS, and that in 10 years it will be the predominant method of “consuming” software by large enterprises – but I can’t prove it.  There’s no empirical evidence, since there has not been any Integrated Enterprise SaaS available so far.  The closest to it is NetSuite today (but it’s still SMB focused), and SAP’s Business ByDesign tomorrow.  In fact despite SAP’s official positioning, driven by market focus and current limitations (functional and infrastructure), I believe that SAP will use BBD  to learn the SaaS game – i.e. BBD will be a test bed for a future Enterprise SaaS offering. But we’re not there yet.
(longer discussion here)

3 – SaaS is bought, not sold, it’s the end of Enterprise Sales

Hey, I’ve said this myself, so it must be true (?).  Well, it depends on the position of the sun, the constellation of the stars, and several other factors, but mostly the first two we’ve just covered.smile_wink

SaaS for very small business: that’s the clear-cut lab case for the click-to buy pull model to work.  In fact in this respect (sales model) I believe the business size is the no.1 determinator.    Some solutions will have to be configured and may even require pre-sales business process consulting.  This inflexion point will clearly be higher for functionally simpler solutions, like CRM and lower for integrated business management systems, like NetSuite or SAP’s Business  ByDesign. 

Once you reach that inflexion point, you’re in a more interactive, lengthier sales process, and that’s typically face to face.  At least that’s what we’re conditioned to: but it does not have to be that way.  That will be the subject of another post – to come soon.

 

Update:  Ben Kepes challenged #1 on his blog, and to some extent I have to agree.  My post here is continuation of a discussion we started at the virtual SAP Marketing Community Meeting, and my mind-set was still business process software, e.g. CRM, ERP..etc, but I forgot to specify that.  Instead of replicating the argument, why don’t you read my response to his response at Ben’s place.

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

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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SmartTurn: Inventory & Warehouse Management SaaS-style

Here’s further proof that the Software as a Service (SaaS) model will not be limited to CRM and Accounting: SmartTurn, providers of the first On-Demand Inventory and Warehouse Management System (WMS) announced today its $5M Series A financing led by New Enterprise Associates (NEA) and Emergence Capital Partners.

I admit the announcement took me by surprise; I have not heard of the company before. A quick look at the Oakland address made me suspicious though, and yes, I was correct: this company is a spin-off of Navis, who are veterans of Warehouse Management systems, from the “old”, i.e. on-premise world. Old-world or not, the Navis team carries the SaaS DNA: a little-known fact is that their CEO, currently Chairman of SmartTurn John Dillon was CEO of Salesforce.com before Founder Marc Benioff took the reins back in 2001. The investors are not exactly new to SaaS either: Emergence Capital were early investors in Salesforce.com, and they specialize on SaaS and nothing else (I believe they are the first Valley VC firm to do so).

Warehouse Management is an awfully complex area (I know first hand, having lead SAP logistic projects in the 90s), so if SmartTurn is successful, it will truly be a validation of all aspects of “Enterprise Software” being eligible for the On-Demand model.

There are very few Enterprise SaaS players around, but SAP’s (SAP)new SaaS product, Business ByDesign for the SMB market and NetSuite (N) for small businesses are worth mentioning: they both offer complete, integrated systems, including Inventory and WMS. The opposite of the integrated systems is the best-of-breed approach, in which case one of the most difficult decisions in enterprise systems is where you draw your functional boundaries, and for companies implementing a multi-system scenario what functions are left in which systems, where to cut overlaps. Inventory Management is planning and accounting for your inventory levels; Warehouse Management is the extension of the concept down to physical locations (warehouses, buildings, down to bin levels). SmartTurn appears to support the Procurement and Order Fulfillment processes as well, which, from a logistics point of view are the inflows and outflows to/from your warehouse.

This is an area worth keeping an eye on and I expect to revisit it once I know more about the company and their customers.

On a lighter note… $5M to manage the inventory of major businesses vs. $50M to superpoke FaceBook users… am I the only one sensing imbalance here? smile_wink

Update: No, apparently I am not the only one… Will Price, Managing Partner at Hummer Winblad Venture Partners:

It way well be that Slide raising $55m from mutual fund companies at $500m+ pre-money will be the “what were we thinking” moment of the current cycle. I think, however, the investor who leads a $4 on $4m Series A in a company with a differentiated technology and a direct tie to hard ROI will feel calm in the storm.

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Will Google Enter the Business Applications Market?

Google’s next killer app will be an accounting system, speculates Read/WriteWeb. While I am doubtful, I enthusiastically agree, it could be the next killer app; in fact don’t stop there, why not add CRM, Procurement, Inventory, HR?

The though of Google moving into business process / transactional system is not entirely new: early this year Nick Carr speculated that Google should buy Intuit, soon to be followed by Phil Wainewright and others: Perhaps Google will buy Salesforce.com after all. My take was that it made sense for Google to enter this space, but it did not need to buy an overpriced heavyweight, rather acquire a small company with a good all-in-one product:

Yet unlikely as it sounds the deal would make perfect sense. Google clearly aspires to be a significant player in the enterprise space, and the SMB market is a good stepping stone, in fact more than that, a lucrative market in itself. Bits and pieces in Google’s growing arsenal: Apps for Your Domain, JotSpot, Docs and Sheets …recently there was some speculation that Google might jump into another acquisition (ThinkFree? Zoho?) to be able to offer a more tightly integrated Office. Well, why stop at “Office”, why not go for a complete business solution, offering both the business/transactional system as well as an online office, complemented by a wiki? Such an offering combined with Google’s robust infrastructure could very well be the killer package for the SMB space catapulting Google to the position of dominant small business system provider.

This is probably a good time to disclose that I am an Advisor to a Google competitor, Zoho, yet I am cheering for Google to enter this market. More than a year ago I wrote a highly speculative piece: From Office Suite to Business Suite:

How about transactional business systems? Zoho has a CRM solution – big deal, one might say, the market is saturated with CRM solutions. However, what Zoho has here goes way beyond the scope of traditional CRM: they support Sales Order Management, Procurement, Inventory Management, Invoicing – to this ex-ERP guy it appears Zoho has the makings of a CRM+ERP solution, under the disguise of the CRM label.

Think about it. All they need is the addition Accounting, and Zoho can come up with an unparalleled Small Business Suite, which includes the productivity suite (what we now consider the Office Suite) and all process-driven, transactional systems: something like NetSuite + Microsoft, targeted at SMB’s.

The difficulty for Zoho and other smaller players will be on the Marketing / Sales side. Many of us, SaaS-pundits believe the major shift SaaS brings about isn’t just in delivery/support, but in the way we can reach the “long tail of the market” cost-efficiently, via the Internet. The web-customer is informed, comes to you site, tries the products then buys – or leaves. There’s no room (or budget) for extended sales cycle, site visits, customer lunches, the typical dog-and-pony show. This pull-model seems to be working for smaller services, like Charlie Wood’s Spanning Sync:

So far the model looks to be working. We have yet to spend our first advertising dollar and yet we’re on track to have 10,000 paying subscribers by Thanksgiving.

It may also work for lightweight Enterprise Software:

It’s about customers wanting easy to use, practical, easy to install (or hosted) software that is far less expensive and that does not entail an arduous, painful purchasing process. It’s should be simple, straightforward and easy to buy.

The company, whose President I’ve just quoted, Atlassian, is the market leader in their space, listing the top Fortune 500 as their customers, yet they still have no sales force whatsoever.

However, when it comes to business process software, we’re just too damn conditioned to expect cajoling, hand-holding… the pull-model does not quite seem to work. Salesforce.com, the “granddaddy” of SaaS has a very traditional enterprise sales army, and even NetSuite, targeting the SMB market came to similar conclusions. Says CEO Zach Nelson:

NetSuite, which also offers free trials, takes, on average, 60 days to close a deal and might run three to five demonstrations of the program before customers are convinced.

European All-in-One SaaS provider 24SevenOffice, which caters for the VSB (Very Small Business) market also sees a hybrid model: automated web-sales for 1-5 employee businesses, but above that they often get involved in some pre-sales consulting, hand-holding. Of course I can quote the opposite: WinWeb’s service is bought, not sold, and so is Zoho CRM. But this model is far from universal.

What happens if Google enters this market? If anyone, they have the clout to create/expand market, change customer behavior. Critics of Google’s Enterprise plans cite their poor support level, and call on them to essentially change their DNA, or fail in the Enterprise market. Well, I say, Google, don’t try to change, take advantage of who you are, and cater for the right market. As consumers we all (?) use Google services – they are great, when they work, **** when they don’t. Service is non-existent – but we’re used to it. Google is a faceless algorithm, not people, and we know that – adjusted our expectations.

Whether it’s Search, Gmail, Docs, Spreadsheets, Wiki, Accounting, CRM, when it comes from Google, we’re conditioned to try-and-buy, without any babysitting. Small businesses don’t subscribe to Gartner, don’t hire Accenture for a feasibility study: their buying decision is very much a consumer-style process. Read a few reviews (ZDNet, not Gartner), test, decide and buy.

The way we’ll all consume software as a service some day.

Update: As an aside, the Read/WriteWeb article that inspired this post demonstrates the “enterprise software sexiness” issue, which was started by Robert Scoble and became a Firestorm, per Nick Carr. I really think it’s a very thoughtful post, which, quite unusually for Read/WriteWeb sat alone at the bottom of TechMeme, then dropped off quickly. Now, has this not been about Accounting (yeah, I know, boring) software by Google, but, say adding colors to Gmail labels, in the next half an hour all the usual suspects would have piled on, and this would have taken up the top half of TechMeme. smile_sarcastic