No sane business owner should depend on Google

Brad Feld reports that Foundry has switch to Google mail for their internal mail system. While he is pretty happy about the switch, he does have some major cautions for the rest of us (not as well connected types):

We are lucky in that we have lots of friends at Google so when we need to do weird things (like – ahem – port my Google Voice number from my Gmail account to my Google Apps account) we are able to find someone to do the magic for us. Or when the Google Apps Migration for Microsoft Exchange tool crashes in the middle of the night on a mailbox migration that is 10 hours into its conversion, we can find our way to someone that actually works on this tool who makes some changes to the backend processor that fixes the problem. And, when this happens on another mailbox migration, we can get to them again to help us fix the problem while they debug the tool for our error case.

Now, there is a Google Enterprise Customer and Partner Site and there is plenty of Google Apps enterprise level help on the web. But that’s not the issue. At 7am, when the guy doing the migration checks in and sees a error message that says something like “Failure: While migrating Email for user=[email protected] to Google user=[email protected] Error:80041065? you kind of want to call 1-800-HELPMERIGHTNOWBEFOREANYONESHOWSUPATTHEOFFICE

OMG, yes. And sometimes even when you know someone on the inside “nothing can be done”. Case in point, ‘[email protected]’ (I am the Founder of Amplafi) is unavailable because a former business partner created the account and then deleted it. Can’t get that email, “no solution”.

I am sorry, but an enterprise-level organization finds a solution to something this simple.

When given a choice, no sane business owner should rely on Google for a mission-critical app. Such a business has a serious risk exposure to Google, and minimal-to-no legal recourse. If that app is removed/deleted due to some mysterious ToS violation, or Google does an upgrade that breaks the business’ app, or just that Google suffers an outage, the business is helpless to rectify the problem.

Any number of problems could arise, including Google (or some other DMCA takedown law firm) deciding that the app violates the DMCA. Businesses need to have the escape routes to the single-supplier problem, especially a single supplier that will not take phone calls.

Do I use Google. Sure. I love gmail. But Google does not host my apps (I stay away from appengine for example), and them most definitely do not control my email domain. My email gets forwarded to gmail.

Posted in starting a company | Leave a comment

When to do asynchronous programming

Jose Maria Arranz has a post up about The “joy” of asynchronous programming. Jose’s key point is programmers are “reinventing the wheel”. By manually breaking tasks into a multi-threaded asynchronous/callback paradigm, programmers are reinventing the thread scheduling that the operation system is already doing. Jose’s point is that programmers should simply create as many threads as needed and let the operating system do its job. At the end of the day, everything funnels through the hardware and in practice the actual concurrency is dictated by the number of cores.

I agree with the thrust of Jose’s perspective. Programmers should operate at the highest level possible. Thread management is very low-level and best left to the operating system.

However, asynchronous programming is valuable when used correctly. The specific cases that come to mind are:

  1. Batch Operations ( for example, sending email, or file transfers). Typically the user is not waiting on the completion of the operation. The user may no longer be logged in. So deferring actual execution of the operation is useful and does not create valueless complexity
  2. Transferable Operations: operations that can be transferred to another backend server for completion. For example, map/reduce operations with the eventual result being reported to the user.
  3. Optional Operations: Operations that give a better user experience, but under heavy load can be terminated and a default result returned. Netflix does this with user recommendations. When Netflix is under heavy load or if the user-specific recommendations are slow coming back, the operation is timed out and default recommendations re returned.
  4. Speculative “Prefetch” Operations: Operations that are done in anticipation that the result of the operation may be needed soon.
  5. Network Delayed Operations: If the operation requires connection to an external service for example, sending a calendar item to upcoming.org. Upcoming.org may be down or slow. Your site’s user experience should not be impacted because of delays outside of your control. There is nothing that can be done about upcoming.org’s behavior. So decoupling your users experience from external influences via an asynchronous programming model is useful.
Posted in technical | 1 Comment

Handling a destructive Board Member

Steve Blank has a post about a problem an entrepreneur is having with a bad board member:

I had coffee last week with one of my ex students. 30 months ago he raised a Series A venture round from two name brand Silicon Valley VC firms. It was early in the day, but he looked tired. “I need some advice about my board. I get along great with one of the VC’s, but the other one, Bob, is making my life miserable. Nothing I do is right in his eyes.” He looked pained as he continued. “We never had any personal chemistry, and it’s gotten so bad in the last six months, our board meetings are just hell. They consist of Bob beating me up regardless of whether the results are good or bad. I can’t tell if he’s trying to get me to quit, fire me and bring on a new CEO or is just a miserable human being.”

I have some thoughts about the problem:

  1. Document Bob’s behavior over the next 3 Board Meetings.
  2. Document Bob’s assertions and suggestions in a neutral way IN THE OFFICIAL BoD MEETING MINUTES.
  3. In following meetings, have the previous minutes available as powerpoint slides to instantly throw up on the projector.
  4. Confront Bob with his agreement in previous BoD meeting about future goals. This prevents Bob from “moving the goal posts” about what is acceptable company performance.
  5. When Bob offers a criticism avoid addressing the criticism, but require that Bob articulate why the issue raised is an important issue.
  6. Agendize the meeting with allocated time for each discussion item. Timebox Bob’s ability to dominate the meeting. Require that any item that goes over time be deferred for further discussion until the meeting’s end.
  7. Put controversial items at the end of the meeting. This avoids having the energy of the meeting be sapped by Bob’s negativity. Near the end of meetings, people want to leave and get on to their next appointment. The other directors are likely to excuse themselves leaving just Bob and the founder. This denies Bob an audience.
  8. Schedule other meetings (preferably customer meetings) just after the BoD meeting so the founder has a graceful way to insist that the BoD meeting must end.
  9. Privately, confront Bob about what he hopes to accomplish through his objections. If he can’t articulate a positive result if his “advice” is followed he can be diminished. Bob may have a valid issue that Bob is raising in a poor manner.
  10. Reach out to Bob before the meeting and manage him privately and get him on board without the public confrontation at the actual meeting.

My hope is that this would turn a negative, destructive Board Member into a more positive contributor. Thoughts?

Posted in management, starting a company | Leave a comment

Random notes about Google Doc Spreadsheet Web form lameness

I set up a Google Docs webform to allow parents in my kid’s classroom to enter the books their kids are reading.

Here are some lameness notes about Google Docs Spreadsheet Webform that I found:

Connecting a webform to a spreadsheet has not been appreciably enhanced since feature was introduced, specifically:

  • Cannot add notification rules to email others (or email lists)
  • Cannot customize the report
  • Cannot add minimal permissions based access to the webform and summary. For example, I would like:
    1. people to login
    2. enter information in the web form fields
    3. have one of the columns( UserSubmitting ) be the login user id (automatically generated like timestamp is)
    4. Be allowed to see a summary of only the data that has their login id in the UserSubmitting column
  • Allow multiple selection fields to be computed based on a VLOOKUP. For example, if the person enters “2 yellow” as the reading choice, the book choice should be based on an sheet:
    Reading level Book Title
    1 yellow Snowmen Play
    1 yellow Dogs and Cats Living Together
    2 yellow Bunnies and Hungry Dogs with sharp teeth
  • No ability to select from a list or enter an alternative not on the list.
  • No ability to enter a value for a field and then have it apply for multiple entries. This would be simple to do by having multiple pages. On the Thank you for submitting page, the user would have a link that would allow them to go back to marked pages. This could be configured when creating page breaks when creating the webform.
  • I know how to do this, but there is no cookbook/boiler plate examples for embedding the form in another webpage.

Final lameness, Gmail does not allow emailing tarred/gzipped google summary page because it contains executable content!

Posted in broken, rants | 1 Comment

Glengarry Glen Ross reward structure or do you reward fire inspectors?

(In response to: What to do with hero’s? )
Do you have a Glengarry Glen Ross reward system:

First Prize is an Cadillac El Dorado. Second prize is a set of steak knives. Third prize is you’re fired.

In my experience, the organizations that try to promote individual rewards and incentives destroy team cohesiveness.

For example, one company I know of was very proud of their individual reward mechanism. The problem was that:

  1. “hard” work / long hours got rewarded.
  2. only one person / dept. got rewarded.

So:

  1. there is no incentive to spot a problem ( and proposed a solution ) before it was a crisis.
  2. a winner-take-all mindset people were indifferent to trying to achieve a reward because the reward was like winning the lottery,
    1. there was little connection to effort put into reward achieved.
    2. Someone had to work harder than everyone else in a visible way
    3. work for a well-respected manager who could advocate for his person being rewarded.
    4. the reward was individual-based so heroics overcoming crisis were rewarded, not crisis prevention.

While firemen are important to put out the fires that occur, good organizations rely on the fire inspectors that look for problems before the fire starts. Once a crisis ( fire ) occurs damage is already being done.

In Founders At Work, Max Levinson talks about how Paypal survived because even before fraud was at crisis levels, Max started building systems to prevent and stop fraud. Paypal’s competitors were reporting fraud rates in the 20% range. Because of Max’s work, Paypal never had fraud levels that high. Max was not being “heroic” but his “fire inspector” work prevented a fire that consumed Paypal’s competitors.

Do you reward your fire inspectors?

Posted in management, starting a company | Leave a comment

reward systems

(In response to: “Should pay be tied directly to productivity?”)
There are many people I know that enjoy being teachers. They found some cool new technology toy, language, library, concept or idea and they love to share it with others. Some times these people are your superstar programmers (but not always). Some times these people occupy other roles such as product managers. Many times these people are indifferent to money so long as:

  1. they are paid enough to have a decent life
  2. someone else is not paid much more than they are. (esp. if that other person is not as good technologically)

Human beings, are by nature, social. In fact, many of the best reward systems are structured around a non-cash reward system. For example,

  1. a trip to Europe instead of a cash-equivalent
  2. A speaking opportunity at a major conference.
  3. Sabbaticals.
  4. Cool gifts ( free iphone, high-powered flashlight).
  5. Public recognition.
  6. Opportunities to work on new technology.
  7. Complements.

“Paying and rewarding” is NOT and should NOT be viewed in terms of dollars but rather in terms of raising social prestige. Money as a reward mechanism usually does not work for creative people ( or works poorly).

Watch Dan Pink at TED talking about motivation:

Posted in management, starting a company | Leave a comment

What is wrong with the Crazy Baker website?

Via the New York Times, Mr. Hitzig, aka the Crazy Baker, made an appeal to the world to help with the question, “Why is the Crazy Baker getting such low conversion?”:

Mr. Hitzig is savvy when it comes to Web design and marketing. He has a great domain name. He utilizes social media extensively with presences on Twitter, Facebook, MySpace and LinkedIn. His content management system gives him the power to perform a number of search-engine optimization operations, and he has worked hard to get the best possible online search placements.

But when it comes to selling online — the only metric that really matters — the site thus far has failed to deliver. “We are on our third Web site, and it is definitely the best one yet,” Mr. Hitzig said. “We are actually quite pleased with it. However, our conversion rate is dismal.”

As laid out here:

But we don’t have to take his word for it. The Crazy Baker has gotten lots of television exposure — with his brownies touted by both Martha Stewart and Rachael Ray. Those mentions drove enormous traffic to the site. But even the people sent by Martha Stewart and Rachael Ray didn’t buy. “A recurring low point,” said Mr. Hitzig, “is when we get a great mention, such as on ‘The Rachael Ray Show,’ and we got a lot of hits, but only one order. We still get hits from the Ray show, but they don’t convert.” So what’s the problem?

That then ends with this plea:

And please tell us what you think: What are the site’s best and worst features? What’s missing? What’s confusing? What would be the best way to market this site? But most important, please help us answer this question: Why aren’t more people buying the products online?

What is wrong? In my opinion, everything except the technology. The marketing person in charge (and probably the web designer) should be fired.

Mr. Hitzig should look in the mirror as well.

These are the issues:

  1. Product mix. The Crazy Baker is not crazy enough. With a name like Crazy Baker, I am expecting wildly unique products. Instead Crazy Baker sells Brownies. Perhaps very good brownies, but brownies that look exactly like brownies that I can make myself. Yawn.
  2. Presentation. Once again with a name like “Crazy” Baker, I am not expecting a generic look. Why are you calling yourself “The Crazy Baker”?? The story should be on the front page. I am expecting something a little off the wall. Mr. Hitzig should look at woot, Trader Joes, Zappos, and BlendTec (look at the “Will it blend?” videos) for inspiration. Lose the boring typeface and get a little crazy.
  3. Don’t bury the reviews. Customer reviews should not be buried. Look at Zappos’s website and notice how reviews are promoted to the front page.
  4. Newsletter. The Crazy Baker asks for an email address to send a newsletter. However,
    • no offer attached to giving an email address – I suggest a 10% discount on the first order, free shipping, something.
    • How often is the newsletter being sent?
    • Are there any specials offered in the newsletter?
    • Is there any information in the newsletter? For example, baking tips or recipes? Something that would keep a person subscribed until they are ready to buy.
  5. Use of Social Media
    • Twitter The days of people using twitter to announce bowel movements are over. Business are expected to use twitter to announce special deals, offer timely information, or offers. The CrazyBaker twitter offers no real content or compelling reason to follow.
    • Facebook. The facebook page is a little better because facebook is a chitchat forum. But it still feels light. There is no real compelling reason to buy anything. Nothing driving a purchase. Mr. Hitzig should consider offers to people who “like” the Crazy Baker’s facebook page.
  6. Videos. Mr. Hitzig should realize that he is not selling a visual product, he is selling an olfactory and gustatory product, he needs to convert this aspect of his product to a visual presentation. Specifically, he should create web videos that shows and describes how good the product tastes and smells. These videos should be authentic (i.e. not staged):
    • how he makes his product,
    • showing random people appreciating and commenting.
    • video clips from TV mentions,
    • how to select quality ingredients (i.e. the ingredients that The Crazy Baker uses)
  7. Reset expectations and ask for help. Research other food, non-competing companies selling through a web site. What conversion do they see? It could be that the conversion Mr. Hitzig is seeing is in fact quite good for his industry. He should network and ask for suggestions. Perhaps he could start with popchips
  8. No Call To Action. There should be a daily special with a “Buy now” button on the home page.
  9. A/B Testing! Just because you like the website doesn’t mean it is better. Try creating different websites (maybe only different in styling) and see which version results in better conversion.

However, overall I feel the problem is not with the technology but rather the marketing.

Posted in facebook, how to, marketing, starting a company | Leave a comment

Open letter to Mountain View City Council about the HSR train station

I urge these issues to be addressed about the HSR station:

  1. PARKING

    Because parking:

    1. is negative-revenue land usage ( costs to build/maintain/ generates no revenues or taxes )
    2. is NOT required for high-ridership. Palo Alto and Mountain View both have Caltrain ridership that vastly exceeds available parking. So limiting parking does not limit low ridership.
    3. costly: $35,000+ / parking stall in construction cost

    THEREFORE, Mountain View should :

    1. audit/survey of all parking lots on all parcels larger than 10 spots.
    2. determine if Shoreline office complexes and Shoreline Ampitheatre have parking lots that are consistently at less than maximum utilization. Map the excess parking.
    3. Identify mechanisms to utilize existing parking more efficiently to free up space for HSR passengers. For example,
      1. by increasing transit access to concerts
      2. enable Shoreline office complex landowners to lease part of their parking lots for HSR passenger usage.
      3. Utilize parking cash-out to reward local employee transit use.
      4. enable office complexes along the LRT line between Yahoo! and Evelyn LRT station to lease parking lots for HSR passenger usage.
    4. make walking/VTA MORE convenient than driving to the station. Bus/taxi connections should be positioned closer than the nearest parking spot.
    5. existing infrastructure should be utilized before building new: specifically the LRT line connecting Mountain View with parking lots and employers in north Sunnyvale.
    6. Take a wait and see approach. Minimize new construction, identify locations for possible parking to be constructed and then WAIT to see if the actual demand exists. 200+ affordable apartment units were torn-down to build BART 3,000 car parking structure in Millbrae. It sits empty most of the time.
    7. All new parking should be priced to cover the cost of construction and maintenance. Determine a pricing mechanism that will make any new parking places self-sufficient – Mountain View should not subsidize Los Altos residents driving to station.
  2. RIDERSHIP DISTRIBUTION numbers are suspicious and should be questioned.
    Source Boardings or Alightings
    Auto-dropoff 2,200
    Auto-park 2,400
    Rental car 740
    Taxi 680
    Transit 800
    Walk 1000

    Specifically, only 1800 HSR riders are coming from transit and walking. 4,600 riders are driving to the station. The “1800 from transit” number is significantly less than the number of existing Caltrain and VTA riders at the Mountain View station. Mountain View should control its own destiny and build a station that PROACTIVELY guides how people should access the station. If Mountain View builds a car-centric station, Mountain View will have a lot of car trips. If Mountain View builds a transit-centric station the riders will walk or take transit to the station. Proper schedule integration with LRT, Caltrain, VTA busses and community shuttle busses could easily reduce the number of car trips, congestion, and the need for parking

  3. INCLUSIVE HIGH-VALUE STATION:
    1. right now the first 4 blocks of Castro are high value
    2. Moffet on the other side of Central is low value.
    3. Access to downtown from north side of Mountain View is difficult and dangerous for pedestrians ( Central + tracks)
    4. World-wide train stations are extremely desirable retail space filled with small shops.
    5. Land within 1/4 mile and 1/2 mile has high-value potential and should be reserved for high-value uses.

    THEREFORE,

    1. Mountain View should design a station that makes Mountain View an attractive DESTINATION.
    2. Mountain View should look to maximize land value. All land within 1/2mile of the station should be zoned to uses that increase sales tax revenue/property tax revenue.
    3. Mountain View should construct a 2+-story station/retail mall that utilizes the air rights over Central and Moffet to connect the underutilized Moffet Ave area to the rest of downtown Mountain View.
    4. Retail spaces should be integrated to the station and the Central/Moffet bridging (Similar to Vallco shopping center)
    5. Mountain View explore closing the Castro street crossing and turning the first 2 blocks of Castro into a pedestrian mall ( essentially make the Summer Thursday night street closing permanent )
    6. Integrated residential/extended-stay facility integrated into the station: A commute that consist of taking an elevator to the station is highly attractive and should be explored. Extended-stay facilities would also be useful for out-of-town people with relatives in local hospitals.
    7. A senior citizen assisted living facility should be integrated considered. Such a facility would allow seniors direct access to transit without requiring a car.
Posted in high-speed-rail, political, transportation | Leave a comment

Passes spellchecker!

Here are some of my favorite “passes-spellchecker” screw-ups:

Mis-ism Real meaning where
sever instead of server
fist instead of first
“Mint just announced its $170 million acquisition by Inuit this week!” Eskimos are savvy :-) @vatortv
“We have to go back to understanding the browser is a malicious environment. We lost site of that.” Yes, browsers are used to visit sites but I didn’t expect them to lose sight of those sites! HTML5 security article
Such suites should demand a complete discovery, something that wastes 1000′s of man-hours of the firm’s time Perhaps a different hotel suite should be used? Oh you meant [law]suits! copyright discussion
This checksum will be compared server-side to make sure that all post data sent to the API server made it there in tact Tactful data is good, but maybe ping.fm was talking about intact data? ping.fm dev documentation
How do I get users to ‘sing up’ maybe you would rather they sign up? ping.fm dev group
Product Manger Is this a position for managing the Three Wise Men? Or did the person mean they were a Product Manager? Too many resumes
We are suing Cisco because they have the best routers. Perhaps you should be using Cisco routers rather than suing?

I will add to this post as I come across new entries!

Posted in random silliness | Leave a comment

Pustulance, bile and falsehoods about online privacy from the WSJ

The WSJ spewed forth this bit of online privacy pustulance from an alleged “professor of economics”, Paul Rubin

mickey mouse professor of economics

Paul Rubin’s falsehoods:

Paul Rubin’s First Falsehood

1) Privacy is free. Many privacy advocates believe it is a free lunch—that is, consumers can obtain more privacy without giving up anything. Not so. There is a strong trade-off between privacy and information: The more privacy consumers have, the less information is available for use in the economy. Since information helps markets work better, the cost of privacy is less efficient markets.

Its not that “privacy is free” anymore than “freedom is free”. Privacy is the right to not be watched all the time. Clearly the groups working on privacy are expending time and energy. Does not sound free to me.

But lets take a closer look at the fallacies.

Fallacy #1.1 : “consumer privacy means the economy has less information” and “information helps the markets work better”.

Paul does not make a case that the consumers’ private information is the information needed to make the markets work. He just says consumers give less information and that information is needed for an efficient economy.

Fallacy #1.2: “helps”

How much value is derived from the consumers private information? Notice that Paul himself is fudging with that wussy word “helps”. Does the economy function 10% less efficient? 5%? 3%? What exactly is the realized benefit to the economy?

Fallacy #1.3: The consumer realizes some benefit

Does the consumer giving up the information realize any tangible value? Or is the economic value realized only to the recipient of the information. Most transactions involve an exchange of value. Does the consumer realize anything of value? How many sites ask for private information and then offer nothing useful. Or worse turn out to be scam sites.

Paul Rubin’s Second Falsehood

2) If there are costs of privacy, they are borne by companies. Many who do admit that privacy regulations restricting the use of information about consumers have costs believe they are born entirely by firms. Yet consumers get tremendous benefits from the use of information.

Think of all the free stuff on the Web: newspapers, search engines, stock prices, sports scores, maps and much more. Google alone lists more than 50 free services—all ultimately funded by targeted advertising based on the use of information. If revenues from advertising are reduced or if costs increase, then fewer such services will be provided.

Fallacy 2.1: Uncle Sam is counting on you! Give up your privacy or the world will end!!

This assertion is simply ludicrous. I know it is sooooo last century, but does anyone remember broadcast TV? maybe radio? Did everyone remember to “register” with your favorite FM station before listening to the free music?

Of course not! Did the advertisers refuse to advertise on radio for the last 70 years because they didn’t have targeted information about the listeners? How about newspapers? Of course not!

Clearly the economy managed to function quite well without demanding private information from consumers.

Fallacy 2.2: News flash: advertising revenue is already down. And it ain’t because of privacy groups.

The basic economics of online advertising is flawed. There is simply so many places to display ads that the value of each display ad even on a popular site like Facebook is in the range of about $0.00002 ( yes, Dorothy much less than a penny) And this is for a site like Facebook which has a lot of private information about its users.

Fallacy 2.3: News flash: Advertisers can use the information

Reality here is that most ad buyers still have very limited mechanisms to segment their target audience: sex, approximate age and that is about it.

All that detailed information the consumer is being asked to give up? for the most part unused.

Fallacy 2.4 The companies depend on the information they are gathering to make enough money to stay in business and without the information the companies will disappear.

Completely without substance. Companies that fold in Silicon Valley go out of business for many reasons. The most common reason is spending all the invested capital before figuring out how they will make money. Viable internet companies don’t go out of business. Once an internet business becomes cashflow positive, the company is successful. Consumer privacy issues have never changed a viable internet business into a failure. The more usual case is that in spite of gathering all this private information, the company couldn’t figure out how to make money with the information.

Paul Rubin’s Third Falsehood

3) If consumers have less control over information, then firms must gain and consumers must lose. When firms have better information, they can target advertising better to consumers—who thereby get better and more useful information more quickly. Likewise, when information is used for other purposes—for example, in credit rating—then the cost of credit for all consumers will decrease.

Fallacy 3.1: Fallacy of the win-lose by implication scenario: “consumers have less control over information, then firms must gain and consumers must lose.”

Paul is arguing the inverse here. He is implying a falsehood, if “consumers have more control over information, then firms must LOSE”. Apparently, Paul can not imagine a scenario where firms manage to function without the consumers’ private information. Paul really needs to revisit the economic history of this country. Maybe Adam Smith can help him out. Once again, the economy managed to function without privacy being invaded.

Fallacy 3.2 Red Herring: Credit scores are not an online privacy issue.

Credit gathering for the purpose of issuing loans are a specific transactions already covered by consumer law. Online privacy is all about information gathering that is not needed for a specific immediate transaction.

Paul Rubin’s Fourth Falsehood

4) Information use is “all or nothing.” Many say that firms such as Google will continue to provide services even if their use of information is curtailed. This is sometimes true, but the services will be lower-quality and less valuable to consumers as information use is more restricted.

For example, search engines can better target searches if they know what searchers are looking for. (Google’s “Did you mean . . .” to correct typos is a familiar example.) Keeping a past history of searches provides exactly this information. Shorter retained search histories mean less effective targeting.

Fallacy 4.1: Google does not need past history to correct a search.

I have search history turned off. And I have had no problems. If this is indeed such a problem for google, then every library patron who searches the internet from a public computer must have this “problem”. After all my search for “butterflies” is going to be blended with the search history of every other library patron.

Fallacy 4.2: The “lower” quality is some how meaningful

At a certain point, additional precision is meaningless. For example, if you ask your kids where they are, is it really more useful if they reply “I am 3.4 meters from the front door facing to 3degrees to the north, sitting down.” or if they say “I am at home”.

Paul Rubin’s Fifth Falsehood

5) If consumers have less privacy, then someone will know things about them that they may want to keep secret. Most information is used anonymously. To the extent that things are “known” about consumers, they are known by computers. This notion is counterintuitive; we are not used to the concept that something can be known and at the same time no person knows it. But this is true of much online information.

Fallacy 5.1 “Anonymous data”

It is relatively easy to deanonymize data. Netflix was forced to cancel their second planned contest because it was demonstratively easy to deanonymize the Netflix data. This was in spite of Netflix doing their best to prevent exactly that. So a motivated company trying to anonymize can’t do so. A less motivated company is going to do better?

Fallacy 5.2 Deanonymizing takes a lot of effort.

In fact, zip code, age, gender deanonymizes 87% of all data. Anyone asking “Happy birthday! How old are you?” at your birthday party has enough information. Netflix is now facing a lawsuit about this.

The suit is also asking the court to stop Netflix from launching its promised second contest to improve the recommendations — this time giving out user data that includes ZIP codes, ages and gender, along with movie ratings and ID numbers substituted for user names.

That’s a foolish idea on Netflix’s part, according to University of Colorado law professor Paul Ohm, who in a blog post in September called the idea “a privacy blunder that could cost millions of dollars in fines and civil damages.” Ohm, a former Justice Department lawyer, recently authored a legal paper calling into question the practice of anonymizing data, essentially finding that if data is useful to researchers, it could also, by definition, be re-identified.

Read More

I think Netflix would disagree with Paul Rubin.

Paul Rubin’s Sixth Falsehood

6) Information can be used for price discrimination (differential pricing), which will harm consumers. For example, it might be possible to use a history of past purchases to tell which consumers might place a higher value on a particular good. The welfare implications of discriminatory pricing in general are ambiguous. But if price discrimination makes it possible for firms to provide goods and services that would otherwise not be available (which is common for virtual goods and services such as software, including cell phone apps) then consumers unambiguously benefit.

Fallacy 6.1 Price discrimination is o.k. no matter what it is based on.

Paul Rubin is willfully ignoring Redlining:

Redlining is the practice of denying, or increasing the cost of, services such as banking, insurance, access to jobs, access to health care, or even supermarkets to residents in certain, often racially determined, areas.

The term “redlining” describes the practice of marking a red line on a map to delineate the area where banks would not invest; later the term was applied to discrimination against a particular group of people (usually by race or sex) no matter the geography. During the heyday of redlining, the areas most frequently discriminated against were black inner city neighborhoods. Through at least the 1990s this practice meant that banks would often lend to lower income whites but not to middle or upper income blacks.

Reverse redlining occurs when a lender or insurer particularly targets minority consumers, not to deny them loans or insurance, but rather to charge them more than would be charged to a similarly situated majority consumer.

Paul Rubin, as a economics professor you should know about Redlining.

Paul Rubin’s Seventh Falsehood

7) If consumers knew how information about them was being used, they would be irate. When something (such as tainted food) actually harms consumers, they learn about the sources of the harm. But in spite of warnings by privacy advocates, consumers don’t bother to learn about information use on the Web precisely because there is no harm from the way it is used.

Fallacy 7.1 Consumers understand and are willing participants in giving up their privacy.

The Facebook privacy policy is longer than the U.S. Constitution:

If you guessed the latter, you’re right. Facebook’s Privacy Policy is 5,830 words long; the United States Constitution, without any of its amendments, is a concise 4,543 words.

Considering how vague the Facebook policy is, most consumers have no idea what the meaning of the policy is.

Fallacy 7.2 : Ignorance means permission.

Presuming that consumer ignorance is because there is no harm is a huge leap. The consumer has no ability to ask Google, Netflix, or Yahoo for an exact list of who got their information. No phone number to call, no email address that will be responded to. Even a motivated consumer is in the dark.

Paul Rubin’s Eighth Falsehood

8 ) Increasing privacy leads to greater safety and less risk. The opposite is true. Firms can use information to verify identity and reduce Internet crime and identity theft. Think of being called by a credit-card provider and asked a series of questions when using your card in an unfamiliar location, such as on a vacation. If this information is not available, then less verification can occur and risk may actually increase.

Fallacy 8.1 Gathering information reduces fraud.

The opposite is true. By having more private information stored on more computers at more companies there are more opportunities for hackers to gain access to the information. The hackers only need to penetrate the company with the weakest security.

Paul Rubin’s Ninth Falsehood

9) Restricting the use of information (such as by mandating consumer “opt-in”) will benefit consumers. In fact, since the use of information is generally benign and valuable, policies that lead to less information being used are generally harmful.

Fallacy 9.1 : “The information is valuable but not really.”

If the information is so valuable, why shouldn’t consumers be allowed to protect it?

Paul Rubin’s Tenth Falsehood

10) Targeted advertising leads people to buy stuff they don’t want or need. This belief is inconsistent with the basis of a market economy. A market economy exists because buyers and sellers both benefit from voluntary transactions. If this were not true, then a planned economy would be more efficient—and we have all seen how that works.

Fallacy 10.1 Advertising doesn’t work!

Do I really need to say more? Advertising has no ability to induce demand. Women with 300 pairs of shoes really need and want 300 pairs of shoes.

Paul Rubin’s Upcoming Falsehood!

Coming next week, Paul Rubin will write an article about the evils of cash purchases. Paul will explain how cash purchases deprive desperately poor banks of needed purchase information.

I might add more later but enough with the pustulance!

Update ( 30 aug 2010 ) : Apparently the NYTimes has noticed that consumers really do care about online privacy:

“Retargeting has helped turn on a light bulb for consumers,” said Jeff Chester, a privacy advocate and executive director of the Washington-based Center for Digital Democracy. “It illustrates that there is a commercial surveillance system in place online that is sweeping in scope and raises privacy and civil liberties issues, too.”

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