Check out these great online web tools for small business shared by Inc, Magazine. Great ideas here.

Find Out Who is Visiting Your Website

Demandbase lets you know when those blue-chip customers are knocking at your virtual door. Its free real-time ticker analyzes your visitors’ IP addresses and compares them with information from sources such as Dun & Bradstreet and LexisNexis. With those data, Demandbase can tell you the names of the companies at which many of your visitors work. Click on a company name, and Demandbase will sell you the name and contact information for a lead at that company. Demandbase has been called the iTunes of CRM, and it’s almost as affordable: The average cost per lead is just $1.80.

Calendar, Meet Social Networking

LuckyCal aims to make it easier for you to meet up with friends or business contacts. The free Web tool, which launched in December, integrates your work and personal calendars with those of your employees, friends, and business associates (as long as they give you permission). The main benefit could be for road-weary sales teams; LuckyCal will scan your colleagues’ and clients’ Outlook calendars and Facebook profiles and e-mail you when they are in your area. LuckyCal plans to charge for an enterprise version that launches later this year.

Reduce Your Carbon Footprint

Three new software programs can help companies cut carbon emissions. Edison (verdiem.com/edison), CO2 Saver (co2saver.snap.com), and Carbon Control Software (carboncontrolsoftware.com) all use Windows power settings to reduce the energy consumed by computers while they are idle. All the programs provide information on how much carbon you have saved, and Edison estimates how much money you have saved as well. The personal versions of the programs are free. Carbon Control Software’s business version costs $10.50 and up per license per year and Verdiem, the maker of Edison, has a corporate version that sells for $20 per computer per year. It may be worth the price: Globally, IT infrastructure emits as much carbon as the aviation industry, according to research firm Gartner.

Ditch That Phone Tree

Fonolo.com has mapped out the automated customer service phone trees of 200 companies. Log on, click on the department you want to reach (reservations at American Airlines, for example), and Fonolo will make the call, navigate the system, and call you when it has reached your desired department. When we used it to call Citibank, it connected us with a rep in less than 20 seconds, compared with two minutes when calling directly. Fonolo has an iPhone app as well.

Save Money on Travel

When you cancel a flight, you are entitled to a refund of the taxes and fuel charges you paid — even on a nonrefundable ticket. For 25 euros ($32), MissRefund.com will get that money for you. The company has secured refunds as large as $262; the average is $101. If you don’t receive a refund, you don’t have to pay. Meawhile, Vayama.com is an airfare booking site focused on routes and destinations that aren’t generally available online, like Seattle to Denpasar, Bali. But it doesn’t always have the best prices, particularly on run-of-the-mill trips, so make sure to shop around. Airfarewatchdog.com scours listing sites such as Travelocity and Orbitz to find the best deals, even on small airlines like Allegiant. And Yapta.com will alert you when a good price appears on the flight you want. If the price falls after you have bought the ticket, Yapta will, for $15, try to get you a refund or credit for the difference.

Name Your Price for Coding Help

The world’s largest community of software developers and graphic designers is now ready to serve small companies. Since 2001, TopCoder has been holding coding and design competitions to help companies like ESPN develop new software tools, websites, and logos. Late last year, it launched TopCoder Direct, a do-it-yourself version that allows small and midsize companies to get in the game. Log in at topcoder.com/direct, describe what you want, and determine how much money you will award the first- and second-place finishers. When the submissions come in, you pick the best. A prototype for a simple website might cost $1,200.

Skype on Steroids

Chances are you have a cell phone, a work phone, a home phone, a couple of e-mail accounts, and maybe an instant-messaging program. With free software from VoxOx, you can keep them all in one place. Import contacts from all of your e-mail and IM accounts. Then, e-mail, IM, text, or call anyone you know, all through VoxOx. Every user gets a phone number, which shows up in the caller ID of the person receiving the call. If someone uses the number to call you, you can pick up at the computer or have the call forwarded to any phone. But there is one drawback: VoxOx gives users only two free hours of calls. Then, you can either pay a fee or get more free calls by watching ads.

[via INC MAGAZINE]

For marketers, Web 2.0 offers a remarkable new opportunity to engage consumers.

If only they knew how to do it.

That’s where this article aims to help. We interviewed more than 30 executives and managers in both large and small organizations that are at the forefront of experimenting with Web 2.0 tools. From those conversations and further research, we identified a set of emerging principles for marketing.

But first, a more basic question: What is Web 2.0, anyway? Essentially, it encompasses the set of tools that allow people to build social and business connections, share information and collaborate on projects online. That includes blogs, wikis, social-networking sites and other online communities, and virtual worlds.

Millions of people have become familiar with these tools through sites like Facebook, Wikipedia and Second Life, or by writing their own blogs. And a growing number of marketers are using Web 2.0 tools to collaborate with consumers on product development, service enhancement and promotion. But most companies still don’t appear to be well versed in this area.

So here’s a look at the principles we arrived at — and how marketers can use them to get the best results.

Web 2.0 tools can be used to do what traditional advertising does: persuade consumers to buy a company’s products or services. An executive can write a blog, for instance, that regularly talks up the company’s goods. But that kind of approach misses the point of 2.0. Instead, companies should use these tools to get the consumers involved, inviting them to participate in marketing-related activities from product development to feedback to customer service.

How can you do that? A leading greeting-card and gift company that we spoke with is one of many that have set up an online community — a site where it can talk to consumers and the consumers can talk to each other. The company solicits opinions on various aspects of greeting-card design and on ideas for gifts and their pricing. It also asks the consumers to talk about their lifestyles and even upload photos of themselves, so that it can better understand its market.

A marketing manager at the company says that, as a way to obtain consumer feedback and ideas for product development, the online community is much faster and cheaper than the traditional focus groups and surveys used in the past. The conversations consumers have with each other, he adds, result in “some of the most interesting insights,” including gift ideas for specific occasions, such as a college graduation, and the prices consumers are willing to pay for different gifts.

Similarly, a large technology company uses several Web 2.0 tools to improve collaboration with both its business partners and consumers. Among other things, company employees have created wikis — Web sites that allow users to add, delete and edit content — to list answers to frequently asked questions about each product, and consumers have added significant contributions. For instance, within days of the release of a new piece of software by the company, consumers spotted a problem with it and posted a way for users to deal with it. They later proposed a way to fix the problem, which the company adopted. Having those solutions available so quickly showed customers that the company was on top of problems with its products.

Give consumers a reason to participate.

Consumers have to have some incentive to share their thoughts, opinions and experiences on a company Web site.

One lure is to make sure consumers can use the online community to network among themselves on topics of their own choosing. That way the site isn’t all about the company, it’s also about them. For instance, a toy company that created a community of hundreds of mothers to solicit their opinions and ideas on toys also enables them to write their own blogs on the site, a feature that many use to discuss family issues.

Other companies provide more-direct incentives: cash rewards or products, some of which are available only to members of the online community. Still others offer consumers peer recognition by awarding points each time they post comments, answer questions or contribute to a wiki entry. Such recognition not only encourages participation, but also has the benefit of allowing both the company and the other members of the community to identify experts on various topics.

Many companies told us that a moderator plays a critical role in keeping conversations going, highlighting information that’s important to a discussion and maintaining order. That’s important because consumers are likely to drift away if conversations peter out or if they feel that their voices are lost in a chaotic flood of comments. The moderator can also see to it that consumer input is seen and responded to by the right people within the company.

And, of course, it’s important to make a site as easy to use as possible. For instance, there should be clear, simple instructions for consumers to set up a blog or contribute to a wiki.

Listen to — and join — the conversation outside your site.

Consumers tend to trust one another’s opinions more than a company’s marketing pitch. And there is no shortage of opinions online.

The managers we interviewed accept that this type of content is here to stay and are aware of its potential impact — positive or negative — on consumers’ buying decisions. So they monitor relevant online conversations among consumers and, when appropriate, look for opportunities to inject themselves into a conversation or initiate a potential collaboration.

For example, a marketing manager of a leading consumer-electronics company monitors blogs immediately after a new-product launch in order to understand “how customers are actually reacting to the product.” Other managers keep an eye on sites like Digg.com and Del.icio.us that track the most popular topics on the Web, to see if there’s any buzz around their new products, and whether they should be adjusting, say, features or prices.

In one case, a company found a popular blogger who had spoken highly of the company’s brand. Just prior to launching a new product, the company sent the blogger a free sample, inviting him to review it with no strings attached. The end result: The blogger wrote a favorable review and generated a flood of comments. So the company got nearly free publicity and feedback.

Peter & Maria Hoey

Resist the temptation to sell, sell, sell.

Many marketers have been trained to bludgeon consumers with advertising — to sell, sell, sell anytime and anywhere consumers can be found. In an online community, it pays to resist that temptation.

When consumers are invited to participate in online communities, they expect marketers to listen and to consider their ideas. They don’t want to feel like they’re simply a captive audience for advertising, and if they do they’re likely to abandon the community.

The head of consumer research for a leading consumer-electronics organization created an online community of nearly 50,000 consumers to discuss product-development and marketing issues. One of the key principles of the community, she says, was “not to do anything about marketing, because we weren’t about selling; we were about conversing.”

In short order, community members not only identified what it was they were looking for in the company’s products, but also suggested innovations to satisfy those needs. The company quickly developed prototypes based on those suggestions, and got an enthusiastic response: Community members asked when they would be able to buy the products and if they would get the first opportunity to buy them. They didn’t have to be sold on anything.

Don’t control, let it go.

In an online community, every company needs to find an effective balance between trying to steer the conversation about its products and allowing the conversation to flow freely. In general, though, the managers we interviewed believe that companies are better off giving consumers the opportunity to say whatever is on their minds, positive or negative. Moderators can keep things running smoothly and coherently, but they shouldn’t always keep the conversation on a predetermined track. The more that consumers talk freely, the more a company can learn about how it can improve its products and its marketing.

One marketing executive recalled the first time she let an online community created for a client interact with very little control or moderation, resulting in an animated discussion about the look of the company’s product. The client, with great concern, asked. “Who told them [the consumers] they could do this, that they could go this far?” Of course, when this process resulted in totally new packaging that helped boost sales, the client was ecstatic.

As another executive of a company that creates online communities for clients told us: “You have to let the members drive. When community members feel controlled, told how to respond and how to act, the community shuts down.”

Find a ‘marketing technopologist.’

So who should direct a company’s forays into Web 2.0 marketing? A number of managers identified an ideal set of skills for an executive that go beyond those of a typical M.B.A. holder or tech expert. We coined the term marketing technopologist for a person who brings together strengths in marketing, technology and social interaction. A manager said, “I’d want to see someone with the usual M.B.A. consultant’s background, strong interest in psychology and sociology, and good social-networking skills throughout the organization.”

Foot soldiers need to be carefully selected as well. One large technology company weighs employees’ proven skills to choose writers for blogs that are read by consumers. The company has long used blogs internally to help employees discuss technical issues, products, and company and industry topics. When it decided to use blogs to raise its profile online, it recruited those who had shown the most skill at blogging within the company. The company currently has about 15 employees who blog publicly, mostly on technology trends, and is recruiting more the same way. Meanwhile, the bloggers plan to meet occasionally to share the lessons learned from their experiences.

Embrace experimentation.

One Web 2.0 strategy does not fit all, and sometimes the best way to find out what’s best for a given company is to try some things out and see what happens.

Blogs, wikis and online communities are among the tools that companies are most commonly using for marketing, but there are other ways to reach consumers. Some of the companies we talked with have gotten their feet wet in the online virtual world Second Life, where millions of users interact with each other through avatars. Companies can sell their goods and services and sponsor events in Second Life just as they do in the real world; one sponsored a contest for the best avatar.

Others are considering new ways to use more-familiar tools. For instance, many companies have long used instant messaging on their Web sites to allow shoppers to chat with customer-service representatives. One executive we spoke with said he would like to experiment with allowing consumers to chat with each other as they shop on his company’s site.

[via WSJ Small Business] By SALVATORE PARISE , PATRICIA J. GUINAN and BRUCE D. WEINBERG

Get your business going, keep it going strong or take it in a new direction with this compilation of web sites for entrepreneurs.

At last count there were approximately 10 gazillion websites out there. Where’s a business owner to start when looking for valuable information? If you’re reading this, it means you’re on Entrepreneur.com, which is a good start. Read on for 64 more vital online spots you should know about.

Accounting Terminology Guide
http://nysscpa.org/prof_library/guide.htm
If you need to know what a specific accounting term means, no matter how obscure, this is the site for you. Hosted and maintained by the New York State Society of CPAs, nearly 500 accounting terms are defined on this site, all sorted in an easy-to-use alphabetical list.

AccountingWEB
www.accountingweb.com
Updated daily, this site offers accounting industry news, information, tips, tools, resources and insight–everything you need to prosper and interact with other accounting professionals.

Adweek Online
www.adweek.com
This is the online edition of Adweek, a popular print magazine focusing on all things advertising and marketing. This site features the inside scoop on what’s going on in the marketing departments of high-profile companies and corporations.

American Association of Franchisees and Dealers
www.aafd.org
This organization represents the rights of both franchisees and dealers. Here you can learn about upcoming events, read some free publications online, order other publications from the bookstore, and become a member.

Backpack
www.backpackit.com
Backpack is a web-based service that makes organizing your company’s information easy. Backpack lets you make pages that can contain any combination of notes, to-dos, images, files and so on.

Better Business Bureau
http://us.bbb.org
Browse or search for a business or charity’s reputation. Included are instructions for how to file a consumer or B2B complaint.

BizBuySell
www.bizbuysell.com
Looking to buy a franchise? There’s a good chance you’ll find one here. From restaurants in California to auto shops in Florida, you can search more than 25,000 businesses currently for sale, many of which are franchised.

Bizwomen
www.bizwomen.com
Bizwomen is an online community for women business executives and entrepreneurs to connect, support one another, learn and grow. You can share and explore ideas with women across the United States or in your neighborhood to help grow your business.

Business Owner’s Tool Kit
www.toolkit.com
With an emphasis on problem solving, this site features more than 5,000 pages of free cost-cutting tips, step-by-step checklists, real-life case studies, startup advice, and business templates to small-business owners and entrepreneurs.

Business Owners Idea Cafe
www.businessownersideacafe.com
Managed by successful entrepreneurs and the authors of several guides on forming and running a business, this site includes numerous award-winning resources, along with practical advice, business news and humor.

BrandChannel.com
www.brandchannel.com
Run by internationally acclaimed brand consultancy Interbrand, BrandChannel.com provides a global perspective on brands and the art of branding. Site features include in-depth feature articles, conference announcements, career resources and access to white papers.

Brandweek
www.brandweek.com
A leading source of news and information for the branding industry, it’s also the only online trade magazine to offer saturation coverage at all levels of the brand-activation process.

Catalyst
www.catalystwomen.org
Catalyst is a leading corporate research and advisory organization that works with businesses to build inclusive environments and expand professional opportunities for women.

Chief Marketer
www.chiefmarketer.com
A content-rich website, Chief Marketer provides marketing executives with insights into key marketing issues, innovations and practical solutions.

CPAdirectory
www.cpadirectory.com
When April rolls around and you find yourself scrambling to find a CPA, this site will help. Billed as “the largest online database of Certified Public Accountants,” here you can search for CPAs by ZIP code, name, industry or area of specialty.

Customer Service Group
www.customerservicegroup.com
New Jersey-based Alexander Communications Group (ACG) uses this site to provide practical information free of charge to customer service professionals. If you work in the customer service industry, be sure to sign up for Service Starters, ACG’s free customer service industry eNewsletter.

Customer Service Manager
www.customerservicemanager.com
If you work in customer service, this website is for you. Here you will find an active community of customer service professionals, along with daily news, reviews, articles and resources aimed at improving customer service.

Customer Service Zone
www.customerservicezone.com
Customer service expert Robert Bacal’s website for customer service professionals, The Zone offers information to help businesses of all sizes and their employees provide efficient and effective customer service.

Direct Marketing Association
www.the-dma.org
The Direct Marketing Association is the largest trade association for businesses that are interested and involved in direct, database and interactive global marketing. Here you can learn more about the DMA, become a member and access its services.

Electronic Frontier Foundation: Intellectual Property
www.eff.org/issues/intellectual-property
EFF works to preserve balance and ensure that the internet and digital technologies empower consumers, creators, innovators, scholars, and average citizens. This section of the EFF website spotlights current challenges and solutions facing the intellectual property rights of everyone.

Entrepreneur.com / WomenEntrepreneur.com
www.entrepreneur.com/ womenentrepreneur.com
Published by the same people who bring you Entrepreneur magazine, this is an excellent site for entrepreneurs, featuring a solid collection of articles and tips from experts, plus hundreds of links to other entrepreneurial resources on the web. WomenEntrepreneur.com offers additional articles, blogs and resources specific to women for starting and growing their businesses.

Entrepreneur Connect
econnect.entrepreneur.com
Entrepreneur‘s social networking site is a gathering place for thousands of business owners. Take part in discussions, join like-minded business owners in groups, and give and receive valuable advice from the trenches.

Entrepreneur.com’s Trade Publication Directory
www.entrepreneur.com/tradepublication/category/index.html
Don’t miss one of the internet’s largest searchable databases of trade publications. From agriculture and biotech to purchasing and procurement, Entrepreneur.com has your industry’s trade publication listed here.

Fambiz.com
www.fambiz.com
Fambiz.com is the internet’s leading website for owners and employees of family controlled companies. Managed by Northeastern University’s Center for Family Business, here you will find insight on every family run business topic imaginable.

Federal Trade Commission: Franchise and Business Opportunities
www.ftc.gov/bcp/franchise/netfran.htm
This site has lots of information, including an FAQ section, Guide to the FTC Franchise Rule, consumer alerts, Before You Buy pamphlets, and state disclosure requirements.

Franchise.com
www.franchise.com
Learn more about available franchise opportunities or advertise your franchise to potential buyers at this site, which aims to connect franchise buyers and sellers, as well as anyone thinking of starting one.

Franchise Expo
www.franchiseexpo.com
If you’re thinking about buying a franchise, do your research here; you’ll find detailed information on nearly every franchising opportunity known to man.

Franchise Zone by Entrepreneur.com
http://www.entrepreneur.com/franchises
Dedicated to linking enthusiastic entrepreneurs with the top franchises, this site provides all the information you need to find the best franchises and become a successful franchisee. How-to articles, advice from experts and lists of the top franchises in various categories make this the first site to turn to for those considering the purchase of a franchise.

FreshBooks
www.freshbooks.com
FreshBooks is an online invoicing and time-tracking service that helps businesses of all sizes save time, get paid faster and look professional.

Fundability
www.fundability.com
Fundability is a marketplace where entrepreneurs and investors can find funding success. Founded by entrepreneurs and investors, Fundability’s Company SnapShot, Deal Search Engine, and DiligenceRoom provide intelligent online tools for the savvy entrepreneur.

Glide
www.glidedigital.com
Glide is a complete mobile desktop providing a secure and scalable platform for personal and collaborative computing.

Google Checkout
www.googlecheckout.com
This online payment system works alone or as an alternative to systems already in place. Customers don’t have to share credit card information with merchants that use the system, and identity protection is increased.

Google Docs
www.google.com/docs
The folks at Google deliver a free web-based word processor and spreadsheet, which allow you to share and collaborate online. Google Docs accepts most popular file formats, including DOC, XLS, ODT, ODS, RTF, CSV, PPT, and more.

Hoover’s
www.hoovers.com

Hoover’s gives you access to up-to-date information about industries, companies and key decision makers. Great for professionals working in sales, marketing, business development, and others who need intelligence on U.S. and global companies, industries, and the people who lead them.

Idea Locker
www.bkfk.com
One of the best invention/patent sites on the Web for novice innovators of all ages, this site is specifically designed for kids. It provides information on how to invent, famous inventors and discoveries.

Internal Revenue Service
www.irs.gov
Business owners can get all of their federal and business tax information–not to mention forms–directly from the source. It’s also a good place to stay current on tax laws that affect business owners.

Jobfox
www.jobfox.com
Started by the former CEO of CareerBuilder.com, Jobfox walks you through creating a skills inventory and then tells you which employers are looking for people with those exact skills. The Jobfox site also provides a free trackable resume and career web page to showcase your skills, experience and work samples.

Kauffman Foundation
www.kauffman.org
The Kauffman Foundation delivers an up-to-date and relevant website dedicated to furthering our understanding of the phenomenon of entrepreneurship and to advancing entrepreneurship education and training. Check out the Resource Center for getting started information on business operations, sales and marketing, human resources, finance and accounting, and the like.

LinkedIn Jobs
www.linkedin.com/jobs
Whether you’re looking for a new job or trying to help someone else find the perfect job, LinkedIn can help you find and get in touch with the people you need to contact. Create a profile and click the Jobs tab to get started.

Microsoft Small Business Center
www.microsoft.com/smallbusiness
A vehicle for selling various Microsoft small-business products, this site also provides plenty of excellent information and advice entirely for free. If you’re starting or running your own small business, Microsoft’s Small Business Center is an excellent place to learn from the experts.

Mint
www.mint.com
Entrepreneurs can get help with the personal finances, money management and budget planning. In addition, Mint offers free financial planning software.

National Association for the Self-Employed
www.nase.org
The NASE provides its self-employed members with support, education and training. The organization conducts surveys relevant to the needs of the self-employed and posts articles business owners can use.

National Association of Women Business Owners
www.nawbo.org
NAWBO is a fierce advocate for women business owners, providing resources and support. It can help women get access to government contracts that most business owners don’t know about.

PayPal
www.paypal.com
Perhaps the best-known payment system, PayPal allows web sites to receive and send money electronically. Business owners and customers find PayPal easy to use–and secure.

Salesforce.com
www.salesforce.com
Easy-to-use web-based customer relation management tools for your entire company, including online solutions for sales, service, marketing, and call center operations.

Small Business Administration
www.sba.gov
Here you can learn how to start your own business and finance it. The site also provides information on business opportunities, local SBA offices, laws and regulations, and much more.

Survey of Current Business
www.bea.gov/scb
The monthly Survey of Current Business is the definitive source of information by the U.S. Bureau of Economic Analysis about its economic accounts. Monthly updates present the latest national, international, regional, and industry estimates, and keep business leaders up to date on relevant BEA issues and initiatives.

Survey Monkey
www.surveymonkey.com
Put your finger on the pulse of your customers with this free basic service. Create and publish custom online surveys to gather data you can use.

TradePub.com
www.tradepub.com
If you’re looking for a trade publication, you’re likely to find it here. This site features an extensive list of free business, computer, and engineering trade newsletters and magazines, all of which you can subscribe to for free.

U.S. Chamber of Commerce
www.uschamber.com
Find your local branch, figure out how to start, learn about new taxes and much more at the national Chamber of Commerce site.

U.S. Copyright Office
www.copyright.gov
Find all of the forms, publications and information you need to copyright your original work.

U.S. Department of Labor: Office of Small Business Programs
www.dol.gov/osbp
The OSBP promotes opportunities for small businesses, especially disadvantaged businesses, women-owned businesses, HUBZone businesses and businesses owned by disabled veterans.

U.S. Patent and Trademark Office
www.uspto.gov
Official site for searching the U.S. patent database. Includes international treaties, statutes and patent news.

VentureDeal
www.venturedeal.com
Easy-to-use database with the latest information on U.S.-based venture-backed technology companies, senior management, company financings, and M&A transactions. Updated daily, this site offers a convenient way of accessing critical information related to business development, funding searches and venture capital investment goals.

VisualCV
www.visualcv.com
VisualCV reinvents your resume using technologies that transform the way in which resume data is presented, accessed and shared. VisualCV allows you to easily build and manage online career portfolios that come alive with informational keyword pop-ups, video, pictures and professional networking.

Wesabe
www.wesabe.com
The site offers financial advice, analysis and planning for business owners.

Word of Mouth Marketing Association
www.womma.org
Official website of WOMMA, where you can find the latest thinking on a variety of Web 2.0 marketing strategies, including word of mouth marketing.

Work.com
www.work.com
The small-business owner’s manual on where to go, what to know, and how to get the most value from the ever-growing array of web resources for business. The site features more than 2,000 how-to guides written by business experts and organized by common business tasks and challenges.

Women’s Work
www.wwork.com
Women’s Work is dedicated to helping women move from standard 9-to-5 jobs to flex careers–telecommuting, small business and other options. This site is packed with articles, advice, how-to guides, flexible career choices, and success stories to inspire and motivate.

Wufoo
www.wufoo.com
Wufoo is a web-based application that removes inefficiency and tediousness from the form-building process. Wufoo reduces what used to take trained professionals days (if not weeks) into something that can be done by anyone in minutes.

Yelp
www.yelp.com
Yelp provides a fun and engaging website for “passionate and opinionated influencers to share the experiences they’ve had with local businesses and services.” Watch out because “yelping” can be quite addictive.

Zimdesk
www.zimdesk.com
Zimdesk provides all the features and functionality you would expect from a standard desktop PC. The difference is that Zimdesk runs from an internet browser, allowing you to access all your applications, files, games and accessories from any computer.

Zoho
www.zoho.com
Zoho offers a suite of office productivity tools online, including a word processor, spreadsheet program, invoicing tool, presentation creator, web-conferencing functions and calendar organizers.

This list was compiled by the Entrepreneur.com staff, with a major assist from Mikal E. Belicove, author of the 2009 Internet Directory: Web 2.0 Edition.

[via Entrepreneur]

A joint venture between three movie studios has yet to land any sort of cable distribution deal for its original programming, but it will at least launch online, offering access to some 15,000 movies. But without a TV deal, the audience will be limited.

In November, not two weeks after winning the election and still two months from becoming commander in chief, Barack Obama brought the government into the 21st century. Or at least that was what we were told when he released his first Web video address as president-elect. The clip, billed by some as a modern fireside chat, was embedded as a YouTube video on Change.gov, the incoming administration’s Web site. Sitting in a leather chair, framed slightly off center from his chest up, Obama delivered a three-minute talk on the economic crisis, vlog style.

The video quickly racked up hundreds of thousands of views, and within a few days hundreds of blogs were linking to it. Obama’s foray into viral video, the story went, heralded the beginning of a new era in government communication and transparency—”Franklin Roosevelt 2.0,” in the words of The Huffington Post. The Washington Post proclaimed the advent of the “YouTube presidency.”

1 million:
The number of views received by Obama’s first YouTube address as president-elect.

It wasn’t long, however, before savvy observers noted what was missing from this and other Obama videos: the chance for ordinary citizens to talk back. The campaign initially disabled the comment function on YouTube and prevented response videos from appearing alongside. A YouTube video without comments, some pundits groused, is more like a monologue than a chat, fireside or not. “I don’t see how one-way messages provide any more transparency for the work of the White House or government than the current old-style radio addresses,” blogged Ellen Miller, director of the Sunlight Foundation, a government-transparency watchdog group. “Is Obama ready,” challenged TechCrunch, “to be a two-way president?”

Of course, Obama’s transition team had good reasons for disabling responses. For starters, YouTube comments are typically the intellectual equivalent of truck-stop graffiti. (When the team belatedly allowed comments a couple of weeks later, the site was flooded with insights like “USA susks.”) Also, his team would have zero control over the potentially critical or embarrassing response videos that users would post next to the address. The real reason, however, was that Obama wasn’t actually trying to have a conversation with Americans via YouTube. Like every president before him, he was simply harnessing the latest tools to talk to them, one-way.

Technophiles who watched the campaign closely expected more, and now they are putting pressure on the White House to govern with unparalleled transparency and citizen interaction. Dan Froomkin of the Niemen Watchdog Journalism Project and The Washington Post summed up expectations in a blog post calling for Obama to embrace “wiki culture” in which “major policy proposals have public collaborative workspaces.”

150,000+ subscribers
follow Obama’s Twitter feed.

0 tweets
have been posted by Obama staffers since the election.

Obama has himself to blame for raising such expectations. During the campaign, he embraced every form of social media. At My.BarackObama.com, supporters could create profiles, talk to each other, and—by election day—plan some 200,000 offline dinners and living room fund-raisers. Users could log in from home to get lists of swing-state voters to telephone; this generated 3 million calls in the final four days of the race. Those efforts were combined with massive database-crunching to identify potential voters who could be approached door-to-door by last-minute canvassers, myself included.

As for John McCain’s efforts, well, he didn’t really have any. According to Andrew Rasiej and Micah Sifry, cofounders of the Personal Democracy Forum and the blog TechPresident, Obama had four times the number of Facebook supporters, 24 times the Twitter devotees, and three times the visitors to his site in the final campaign week. The public watched about 15 million hours of Obama campaign videos on YouTube. Along the way, Obama collected 13 million email addresses, more than a million cell phone numbers, and a half-billion dollars in online donations.

There’s also another reason to expect a tech-driven presidency: Obama promised it. He said he would expand government transparency by putting more data up on the Web, streaming meetings live, and letting the public comment on most legislation for five days before he signs it. He said he would bring blogs, wikis, and social networking tools with him into the executive branch—all overseen by a new national chief technology officer. Indeed, Obama’s transition site, Change.gov, offers glimmers of a potential digital presidency with its YouTube addresses, issue-based discussion forums, and inside-the-transition videos featuring future cabinet members responding to comments.

But turning his innovative campaign and transition into Government 2.0 won’t be easy. The nimble Obama startup is about to be absorbed into a stodgy, technologically backward behemoth: the federal government. Ahead are bureaucratic obstacles the campaign never imagined, along with the political land mines that transparency brings. Obama will have to preserve the enthusiasm of his supporters while engaging the larger group of people who either didn’t vote for him or didn’t vote at all. His task is to rebuild the personal connection that supporters felt they had with Obama the candidate, assuring them that he is listening to them—without being deafened by the cacophony. If he can do that, Obama can alter how the government engages its citizenry and accomplish what he really cares about: his own policy goals.

Building that intimacy from the Oval Office will be a delicate and complex task, and just letting “AcidTrout” respond to a YouTube address with “Who’s the black guy?!?” isn’t going to do it. “One of the things that gives me ulcers is that there are a lot of high expectations,” says an Obama aide. “But we’re going to have to change how government thinks about the Internet before we can do the things we want to do.”

500+ PDFs
submitted by third parties for viewing and public comment are available on Change.gov.

Still, Macon Phillips, the campaign’s deputy director of new media, who has served in a similar role for the transition, warns: “Day one is going to be a lot different than perhaps day 100.”

The basement of the General Services Administration building in Washington, with its maze of identical hallways and frosted glass doors, reeks of generic federal bureaucracy. But if the new administration plans to reboot the system, it will find a pair of guides here in Bev Godwin and Sheila Campbell, cheerful doyens of the executive branch’s Web strategy. Godwin, director of USA.gov, the federal government’s all-purpose information Web portal, and Campbell, head of the government’s Web Best Practices Team, know every manacle and chain shackling the government to the 20th century. In a drab conference room one afternoon in late November, they discussed their optimism—and detailed their concerns.

For starters, the federal government operates more than 24,000 separate sites, many of them years out of date. “Nobody stepped back and asked strategically, how do we do this?” Godwin says. “Whenever there is a new initiative or program, they put up a new Web site.” And the first thing they usually do on that site, she says, is post a bandwidth-hogging picture of the bureaucrat in charge.

3,701 comments
on health care were submitted online to secretary of health and human services designate Tom Daschle.

Godwin and Campbell have been pushing government agencies to treat citizens more like customers, rebuilding their sites to help visitors do things like find loans or obtain passports—rather than serve as static repositories for press releases and personnel photos. “At Housing and Urban Development, for example, one of the missions is to reduce homelessness,” Godwin says. “If you go to HUD.gov, can you find shelter? The answer is no.” If the government can improve itself in these little ways, they say, great. Don’t worry about trying wild stuff, like setting up federal social networks. Many agencies bar employees from even looking at sites like Facebook at work, much less building their own versions.

Progress has been achingly slow. There have been some notable exceptions—like a blog on the Transportation Security Administration Web site, open to comments and manned by five agency staffers, and NASA.gov’s numerous social media initiatives, including Twitter feeds from 20 missions and projects. But the successes are rare and isolated. “We know that there are a lot of people advocating for more open government,” Godwin says. “We’re saying, absolutely, put the data out there. But I think we have to be realistic.”

For example, many of Obama’s online campaign techniques would be impeded by a collection of obscure and well-intentioned rules. Amendments to the 1973 Rehabilitation Act, for example, require that all government Web content be made reasonably accessible—in real time—to disabled users. Also, six months of negotiations between the General Services Administration and Google to establish a federal YouTube channel have stalled over similarly intricate legal issues. Meanwhile, a Clinton-era law called the Paperwork Reduction Act requires that an agency undergo a laborious approval process any time it “surveys” more than 10 people. The result: “Agencies tend to avoid doing these kind of surveys,” Godwin says. Would having users submit information to a social network or wiki count as a survey? Nobody knows.

20.3 million:
The number of visits to Obama’s YouTube channel since its September 2006 launch.

Even triumphs like Obama’s 2006 Google for Government bill, cosponsored with Republican senator Tom Coburn, have been caught up in red tape. The bill led to the creation of FedSpending.org, a site allowing the public to track federal contracts and grants. Instead of building it in-house, the Office of Management and Budget decided to license something similar from a nonprofit watchdog group, OMB Watch—for just 4 percent of what the government had expected to spend. It was a striking victory for government efficiency, but the process behind the scenes “was extremely difficult,” says Gary Bass, executive director of OMB Watch. After floating the idea of donating the system to OMB (“the government can’t take things for free,” Bass quickly learned), the nonprofit had to sign on as a subcontractor and undergo three rounds, and six wasted months, of bidding before the deal was complete.

Changes to what is effectively the president’s homepage, WhiteHouse.gov, will encounter similar obstacles. David Almacy, a PR executive and new media consultant at Waggener Edstrom who served as the Bush administration’s White House Internet director from 2005 to 2007, recalls that following Hurricane Katrina, he posted the transcript of a speech to the site. In the text, where Bush had directed people to Redcross.org, Almacy helpfully inserted a hyperlink. “Within a few hours,” Almacy says, “I got a call from the White House general counsel’s office saying I needed to take out the link.” Some federal government Web pages, it turns out, are virtually barred from linking to nongovernmental sites to avoid the appearance of endorsing one product or organization over another.

The incoming administration is still working to assess the implications of the Presidential Records Act, the post-Nixon legislation requiring the preservation of all White House written communications. But that means that once any page goes up on the White House site, it can’t be altered, only archived and replaced, greatly slowing down the process of modifying and enhancing pages.

The Obama team was able to sidestep these kinds of troublesome rules on Change.gov, in part because, as a quasi-governmental site, it’s not subject to executive-branch restrictions. They were able to post videos on YouTube, link to outside sites, and even publish content under a Creative Commons license, allowing it to be freely shared.

24,000 Web sites
are operated by the US government.

When he does arrive at the White House, Obama or his CTO can lift some of the Internet restrictions with the stroke of a pen. Others will require congressional action or clever technology.

Even if Obama’s tech team gets a free hand to rework the federal webosphere, things can still go awry. Take the 2006 race of Massachusetts governor Deval Patrick. Both David Axelrod, Obama’s top campaign strategist, and David Plouffe, his campaign manager, worked for Patrick, a little-known candidate who used Internet-driven grassroots support to win. In a precursor to My.BarackObama .com, the Patrick campaign placed the state’s voter list on its Web site, allowing its supporters to download phone numbers and call neighbors. “We believed in people’s ability to organize themselves and get involved,” says Charles SteelFisher, who ran the campaign’s Web operation.

No We Can’t

Barack Obama wants to transform the way the White House connects with the public. But there are plenty of obstacles standing in his way. After the election, the governor’s team launched DevalPatrick.com to keep supporters engaged. On a MyIssue page, registered commenters could propose, comment on, and vote for legislative ideas.

But the administration was immediately blasted when a database feature designed to verify Massachusetts residency was alleged (incorrectly) to reveal unlisted phone numbers. The privacy flap lured a collection of trolls and conspiracy theorists to the site, crowding out earnest discussion on gambling bills and income taxes with 9/11 chatter and religious debates. Critics, meanwhile, said that Patrick’s efforts were less about engaging the public than about running a permanent online campaign.

Eventually Patrick’s Web site recovered, developing a more sophisticated way of moderating comments and creating forums around the governor’s plans to reduce property taxes and add public kindergarten programs. The site also allowed people to create grassroots communities to work on issues they cared about. Still, the public isn’t exactly burning up the site: The leading vote-getter, a bill to promote fathers’ custody rights in divorce cases, had just 1,100 tallies as of mid-December. Offshore wind power, meanwhile, was losing, 16 votes to 15.

Obama’s team has moved carefully as it transitions from campaigning to governing. Between two wars and an economy in shambles, building an Oval Office social network has not topped the priority list. “Day one, do we need a White House My.BarackObama? I don’t think so,” says the Obama aide, who was required by the transition press office to speak anonymously. “It’s more important to step back and ask, what are the goals for the White House? And I think that making the government more accountable and transparent is more important than getting people to act.”

To that end, the transition team served up small accountability stuff first. Change .gov supplemented Obama’s weekly YouTube addresses with periodic videos from inside the transition process, everything from staff meetings to vlog-type updates from advisers. In early December, Obama’s public director of liaison and intergovernmental affairs announced—via video—a Change.gov feature called Your Seat at the Table, through which the transition would post every document received from every interest group and outside person throwing it advice. Users were allowed to comment next to the documents, while the Open for Questions feature let them submit and vote on questions for the transition team. The latter experiment illustrated the double-edged nature of feedback when the Senate-seat-selling scandal involving Illinois governor Rod Blagojevich broke. Supporters began flagging related questions “inappropriate,” and then Obama staffers buried the queries. ABCNews.com jumped on the story and the apparent hypocrisy. Obama Transition Web Site ‘Open for Questions’—Except on Blagojevich read the headline.

Change.gov does feature some Slashdot-like issue forums where user rankings send the most popular comments to the top. The first forum, in which two staffers appeared in a short video on health care policy and asked for comments, garnered thousands of horror stories and policy prescriptions. A week later, one of the staffers reappeared with future health and human services secretary Tom Daschle in a rehearsed-looking YouTube video response. “We are just so pleased that so many of you have written in,” Daschle said, appearing extra-pleased. “I spent a lot of the weekend actually reading the comments … We want to make sure that you understand how important those comments and your contributions are.” The comments the pair selected to discuss, however, seemed serendipitously aligned with Obama’s proposed initiatives.

550,000 responses
came in from supporters after Obama adviser David Plouffe requested feedback about the campaign.

In other words, with everything he’s done so far, Obama has been acknowledging feedback but not necessarily heeding it. And that’s what we can expect from Obama’s plan to post all pending nonemergency legislation online and allow the public to comment for five days before he acts on it. By mid-December, technology advisers were still struggling to determine the best way to implement the idea. The bigger question is, what will it accomplish? Even the system’s own architects concede that it’s unlikely that online comments and voting will sway the decision to sign or veto.

Nor should it. The Obama team, for all its Web enthusiasm, recognizes that an online community—no matter how vibrant—doesn’t represent all of the American public. “A lot of people consider online interactions and communications as representative of Americans. But we have a lot more high-speed Internet lines to drop before that’s true,” the Obama aide says. And even with ubiquitous broadband, online voting would remain the ultimate in self-selected polling. There’s no reason to believe that commenters would reflect Americans as a whole or even that they’d be Americans at all. Citizens also may not be as interested in the daily machinery of Obama’s workaday government as they were in his novel campaign. Case in point: By mid-December, views of Obama’s weekly YouTube address had dropped by half.

Still, the new administration wants to be able to marshal its supporters to act. Obama himself suggested as much last April. “Our database has a couple million people on there who are activated and inspired,” he told a small group in Indianapolis. “And so what I want to do is to continue that after the election.” In mid-November, Plouffe sent out a series of emails to supporters. The first directed them to a detailed survey of their campaign experience and policy interests and told them, “It’s up to you to decide how we move forward.” Later, a Plouffe missive declared that “you’ll be instrumental in generating support to pass legislation that puts America on the road to recovery.” At a closed-door meeting with its leading activists in Chicago in December, the Obama team took it a step further and told activists to be ready to pressure Congress on economic stimulus, health care, and energy legislation. A couple of weeks later, the campaign encouraged its supporters to organize “change is coming” get-togethers to discuss the future of the Obama movement, online and off.

Obama doesn’t want his 13 million-name email list to serve as just another political interest group. He needs it to be a tool to keep people engaged with his politics and policies. “Even if you push through the best government programs,” says Michael Cornfield, a political-science professor at George Washington University, “it’s hard to solve the actual problems” without effort from regular people. A national health care plan, for example, will work a whole lot better if former precinct captains are willing to explain it to their neighbors, just as they explained how to get to the polls. And a presidential Twitter feed, Flickr photos, or WhiteHouse.gov video Q&A sessions may not vastly increase transparency or deeply inform policy, but they create a valuable intimacy with citizens. “People who think they are being listened to tend to respect more the person talking,” says Rasiej.

That may not sound like a big deal. But contrary to what Web evangelists and the incoming administration would like to believe, Obama’s campaign was never a bottom-up endeavor. The incoming president didn’t crowdsource his view on the Iraq war or use Digg to determine how to allocate campaign dollars. He ran one of the most tightly controlled, top-down campaigns in modern history, to the point of pressuring outside advocacy groups not to advertise on his behalf. Rather, he asked his supporters for money and inspired them to get involved, giving them the tools to organize themselves and a message to sign on to.

Instead of turning WhiteHouse.gov into a governmental synthesis of Facebook and Wikipedia, or running a permanent campaign off the White House email list, Obama’s best shot at rebooting the government is to remember how he got there: making people feel that they were part of the solution and then enabling them to talk to one another and take action. “There is a relationship between Barack Obama and each individual, and that’s multiplied tens of millions of times over,” says Joe Rospars, the campaign’s director of new media. “But there are also millions and millions of relationships between our supporters. Both of those kinds of relationships didn’t end on Election Day.”

[via WIRED] by Evan Ratliff

Two years ago, Noah Weiss, a young programmer who spent the summer working here at Fog Creek Software, came to me with a business idea. Noah, who was still in college, had noticed that a lot of smaller tech-related blogs were running classified ads for job listings. He suggested that we do the same thing on my company’s blog, Joel on Software. The site is read by thousands of programmers a month — the ones who are so good at programming they have spare time at work to read the self-absorbed drivel I publish there.

Building an online classified ad system would be easy, Noah argued. (As any programmer would tell you: “It’s one table!”) And Fog Creek already had systems in place for charging credit cards, printing receipts, and accepting purchase orders, so the whole project wouldn’t take much work.

At first, I resisted. I had never run ads of any sort on the site and liked the idea of keeping it commercial-free.

But Noah kept arguing. “These 37signals guys are getting 50 ads a month,” he said, referring to a well-known software company in Chicago. “At $250 each, that’s — ”

Wait, I interrupted. They charge $250 for each ad? I had imagined that the going price to run a job listing would be, oh, I don’t know, $4?

That’s right, Noah said. They charge $250 per ad. “Besides,” he went on, “a job listing is not really an ad — it’s providing a community service.”

By then I had almost stopped listening. Little gears were turning in my head: $250 times 50 ads times 12 months — that revenue would allow me to hire another programmer! So we added classified ads to the site. Noah wrote the first draft of the code in about two weeks, and I spent another two weeks polishing and debugging it. The total time to build the job listing service was roughly a month.

Instead of charging the going rate of $250, we decided to charge $350. Why not? I figured we could establish ourselves as having the premium product simply by charging a premium. In the absence of additional information, consumers often use prices to judge products, and I wanted our site to be the Lexus of job listings. A few months later, 37signals raised its price to $300.

By the time you read this, that little four-week project will have made Fog Creek Software $1 million — nearly all of it profit.

That raised a question: How do you properly compensate an employee for a smash-hit, million-dollar idea? On the one hand, you could argue that you don’t have to — a software business is basically an idea factory. We were already paying Noah for his ideas. That was the nature of his employment agreement with us. Why pay twice?

But I felt we needed to do something else to express our gratitude. Should we buy Noah an Xbox 360? Pay him a cash bonus? Maybe present him with a certificate of merit, nicely laser-printed on heavyweight bond paper? Or a T-shirt that said “I Invented a Million-Dollar Business and All I Got Was This Lousy T-shirt”? We were stumped.

And what about everybody else at Fog Creek? Those people were doing their jobs, too. Simply because one programmer’s idea translated visibly and directly into a lot of money didn’t mean that the other team members weren’t adding just as much value to the business, albeit in a less direct way. At around the same time Noah came up with the classified ads idea, most of my employees were hard at work developing FogBugz 6.0, a smash hit that just about doubled our monthly sales.

Noah’s case was only the most dramatic example of a question that has long intrigued me: How do you pay employees based on performance when performance is so hard to quantify? The very idea that you can rate knowledge workers on their productivity is highly suspect and always problematic. If you mess up, the consequences are very real.

Psychologists talk about two kinds of motivation: intrinsic and extrinsic. Intrinsic motivation is what drives you to do something regardless of whether you will receive a reward. Why do you spend an hour cleaning the inside of your stove? Nobody looks in there. Your intrinsic motivation compels you to do a thorough job. We all have it — in fact, most people start out with the desire to excel at whatever they do. Extrinsic motivation is the drive to do something precisely because you expect to receive compensation, and it’s the weaker of the two.

The interesting thing, according to psychologists, is that extrinsic motivation has a way of displacing intrinsic motivation. The very act of rewarding workers for a job well done tends to make them think they are doing it solely for the reward; if the reward stops, the good work stops. And if the reward is too low, workers might think, Gosh, this is not worth it. They will forget their innate, intrinsic desire to do good work.

And the grumblers have a point: It’s impossible to know whether that bug that David fixed on Tuesday made more or less money for Fog Creek than the code Ted added on Wednesday. We are not a piecework sweatshop sewing doggie coats, where David made five and Ted made seven, so Ted should obviously get 40 percent more money.

In an environment in which judging performance is a subjective exercise, you are bound to make decisions with which employees disagree. Human beings, by their nature, tend to think of themselves as, how can I put this politely, a bit more wonderful than they really are. All of your B performers think they are A performers. The C performers think they are B performers. (A couple of your A performers think they are F performers, because they are crazy perfectionists or just clinically depressed. But they are the exceptions.)

So even if you did magically have the ability to accurately measure how good someone was at a job, the average worker, with his or her above-average opinion of his or her work, would still feel undervalued.

Throughout my career, I have observed that companies with formal systems that tie cash bonuses to performance end up with far more than half of their staff sulking and unhappy. Back when I worked at Microsoft, one of my friends got a lousy review that was neither fair nor correct: His bosses rated him based on the 5 percent of the job they observed (his infrequent interactions with them) instead of the 95 percent of his job where he was exemplary (his frequent interactions with customers). Based on that review, he almost quit in despair. But he held on, and now he is a very senior executive in charge of a product so important that you, personally, will almost certainly use it today.

So, back to Noah, the guy with the million-dollar idea. Though we don’t believe in performance bonuses, we still wanted to recognize his contribution. We decided to give Noah 10,000 shares of stock — conditional on him coming back to work for us full time when he graduated. Because Fog Creek is private and our stock is hard to value, we could say “it’s only fair that you share in the wealth” without assigning an actual dollar amount to it. It wasn’t the perfect solution, but everybody thought it made sense.

Noah seemed pleased, and we hoped the stock would entice him to come back to Fog Creek to take a full-time job. Which…he didn’t. Google made him a better offer. That’s another flaw with performance-based rewards: They are easy for one of your competitors to top.

Oh, well. Thanks for the summer, Noah. We are keeping an empty office here in case you change your mind.

[via Inc Magazine] by Joel Spolsky

The U.S. Small Business Administration is offering Web chats to help small businesses across the country weather the recession.

President-elect wants to computerize the nation’s health care records in five years. But the plan comes with a hefty price tag, and specialized labor is scarce.

NEW YORK (CNNMoney.com) — President-elect Barack Obama, as part of the effort to revive the economy, has proposed a massive effort to modernize health care by making all health records standardized and electronic.

Here’s the audacious plan: Computerize all health records within five years. The quality of health care for all Americans gets a big boost, and costs decline.

Sounds good. But it won’t be easy.

In fact, many hurdles stand in the way. Only about 8% of the nation’s 5,000 hospitals and 17% of its 800,000 physicians currently use the kind of common computerized record-keeping systems that Obama envisions for the whole nation. And some experts say that serious concerns about patient privacy must be addressed first. Finally, the country suffers a dearth of skilled workers necessary to build and implement the necessary technology.

“The hard part of this is that we can’t just drop a computer on every doctor’s desk,” said Dr. David Brailer, former National Coordinator for Health Information Technology, who served as President Bush’s health information czar from 2004 to 2006. “Getting electronic records up and running is a very technical task.”

It also won’t come cheap. Independent studies from Harvard, RAND and the Commonwealth Fund have shown that such a plan could cost at least $75 billion to $100 billion over the ten years they think the hospitals would need to implement program.

That’s a huge amount of money — since the total cost of the stimulus plan is estimated to cost about $800 billion, the health care initiative would be one of the priciest parts to the plan.

The biggest cost will be paying and training the labor force needed to create the network. Luis Castillo, senior vice president of Siemens Healthcare, a company that designs health care technology, said the laborers will have the extremely difficult task of designing a a system that “thinks like a physician.”

“Doctors cannot spend hours and hours learning a new system,” said Castillo. “It needs to be a ubiquitous, ‘anytime, anywhere’ solution that has easily accessible data in a simple-to-use Web-based application.”

But highly skilled health information technology professionals are as rare as they come, and many IT workers will need to be trained as health technology experts.

Early government estimates showed about 212,000 jobs could be created from this program, but Brailer said there simply aren’t that many Americans who are qualified.

Furthermore, ensuring the privacy of patients’ records in a nationalized computer network will be tricky. There are obvious concerns about hackers and system failures. And new online health record systems, such as Google Health are not currently subject to the Health Insurance Portability and Accountability Act, the national health privacy law.

“HIPAA was never intended for the digital age, because the laws never anticipated the emergence of Web-based records,” said Brailer. “Congress can pass one of numerous policy proposals for change, it’s just a question if they have the will to do that.”

The Obama transition operation declined a request to elaborate on Obama’s proposal. The president-elect said Thursday in a speech on the economy thatthe benefits of a modernized national health record system go beyond just cost savings.

“This will cut waste, eliminate red tape, and reduce the need to repeat expensive medical tests,” said Obama. “It just won’t save billions of dollars and thousands of jobs — it will save lives by reducing the deadly but preventable medical errors that pervade our health care system,” he added.

Still, compared to the $2 trillion a year that the industry spends, the$100 billion experts say it may cost to implement Obama’s planis a drop in the bucket.

“We must reduce waste to become more efficient” said Brailer.

The savings of such a plan could be substantial. Brailer estimates that a fully computerized health record system could save the industry $200 billion to $300 billion a year.

That could ultimately slow the rapid rise of health care premiums, which have cut into Americans’ paychecks. While wages are rising at a rate of around 3% a year, health care costs are growing at about three times that rate.

“Obama’s support for electronic medical records is one of the key efforts of health reform that actually will deliver lower costs for hard-working American families,” said Larry McNeely, a health care advocate at U.S. Public Interest Research Group. “Long-term savings can’t happen unless we have 21st century health information technology.”

Massachusetts has developed a plan to fully computerize records at its 14,000 physicians’ offices by 2012 and its 63 hospitals by 2014. After a pilot program, the state legislature estimates it will cost about $340 million to build the statewide computer system, with a cost of about $2 million per hospital.

“[Obama's] timeframe is very ambitious, but there is a need to be able to track data on patients and talk across providers and health care systems,” said Dr. JudyAnn Bigby, Secretary of Health and Human Services for Massachusetts. “The program will allow for greater patient safety.”

Some say some of the hard work has begun. The Bush administration laid much of the groundwork for the program, leading to several pilot programs in a handful of states, as well as a standardization of medical records.

“The whole structure has already been developed,” said Stephen Schoenbaum, executive director of The Commonwealth Fund’s commission on a high performance health system. “It’s feasible to at least make a lot of progress on this in the next five years.”

[via CNN Money] by David Goldman

This is a great blog article on SEOmoz, written by randfish, about keyword usage and targeting on website and blogs. GREAT info.

Keyword Usage & Targeting

Keywords are fundamental to the search process - they are the building blocks of language and of search. In fact, the entire science of information retrieval (including web-based search engines like Google) is based on keywords. As the engines crawl and index the contents of pages around the web, they keep track of those pages in keyword-based indices. Thus, rather than storing 25 billion web pages all in one database (which would get pretty big), the engines have millions and millions of smaller databases, each centered on a particular keyword term or phrase. This makes it much faster for the engines to retrieve the data they need in a mere fraction of a second.

Obviously, if you want your page to have a chance of being listed in the search results for “dog,” it’s extremely wise to make sure the word “dog” is part of the indexable content of your document.

Keywords also dominate our search intent and interaction with the engines. For example, a common search query pattern might go something like this:

When a search is performed, the engine knows which pages to retrieve based on the words entered into the search box. Other data, such as the order of the words (“running shoes” vs. “shoes running”), spelling, punctuation, and capitalization of those terms provide additional information that the engines can use to help retrieve the right pages and rank them.

For obvious reasons, search engines measure the ways keywords are used on pages to help determine the “relevance” of a particular document to a query. One of the best ways to “optimize” a page’s rankings is, therefore, to ensure that keywords are prominently used in titles, text, and meta data.

The Myth of Keyword Density

Whenever the topic of keyword usage and search engines come together, a natural tendency to use the phrase “keyword density” seems to arise. This is tragic. Keyword density is, without question, NOT a part of modern web search engine ranking algorithms for the simple reason that it provides far worse results than many other, more advanced methods of keyword analysis. Rather than cover this logical fallacy in depth in this guide, I’ll simply reference Dr. Edel Garcia’s seminal work on the topic – The Keyword Density of Non-Sense.

The notion of keyword density values predates all commercial search engines and the Internet and can hardly be considered an IR concept. What is worse, KD plays no role on how commercial search engines process text, index documents, or assign weights to terms. Why then do many optimizers still believe in KD values? The answer is simple: misinformation.

If two documents, D1 and D2, consist of 1000 terms (l = 1000) and repeat a term 20 times (tf = 20), then a keyword density analyzer will tell you that for both documents KD = 20/1000 = 0.020 (or 2%) for that term. Identical values are obtained when tf = 10 and l = 500. Evidently, a keyword density analyzer does not establish which document is more relevant. A density analysis or KD ratio tells us nothing about:

1. the relative distance between keywords in documents (proximity)
2. where in a document the terms occur (distribution)
3. the co-citation frequency between terms (co-occurrence)
4. the main theme, topic, and sub-topics (on-topic issues) of the documents

Thus, KD is divorced from content quality, semantics, and relevancy.

Dr. Garcia’s background in information retrieval and his mathematical proofs should debunk any notion that keyword density can be used to help “optimize” a page for better rankings. However, this same document illustrates the unfortunate truth about keyword optimization – without access to a global index of web pages (to calculate term weight) and a representative corpus of the Internet’s collected documents (to help build a semantic library), we have little chance to create formulas that would be helpful for true optimization.

However, keyword usage and targeting are only a small part of the search engines’ ranking algorithms (as we’ve discussed in Section I: Retrieval & Rankings), and we can still leverage some effective “best practices” for keyword usage to help make pages that are very close to “optimized.” Here at SEOmoz, we engage in a lot of testing and get to see a huge number of search results and shifts based on keyword usage tactics. When we work with our clients, this is the process we recommend:

Use the keyword in the title tag at least once, and possibly twice (or as a variation) if it makes sense and sounds good (this is subjective, but necessary). Try to keep the keyword as close to the beginning of the title tag as possible.  More detail on title tags follows later in this section.
Once in the H1 header tag of the page.
At least 3X in the body copy on the page (sometimes a few more times if there’s a lot of text content). You may find additional value in adding the keyword more than 3X, but in our experience, adding more instances of a term or phrase tends to have little to no impact on rankings.
At least once in bold. You can use either the <strong> or <b> tag, as search engines consider them equivalent (note: at this time we’ve only actually tested Google for the <b> vs. <strong> equivalency).
At least once in the alt attribute of an image on the page. This not only helps with web search, but also image search, which can sometimes bring valuable traffic.
Once in the URL. Additional rules for URLs and keywords are discussed later on in this section.
At least once (sometimes 2X when it makes sense) in the meta description tag. Note that the meta description tag does NOT get used by the engines for rankings, but rather helps to attract clicks by searchers from the results page (as it is the ”snippet” of text used by the search engines).
Generally not in link anchor text on the page itself that points to other pages on your site or different domains (this is a bit complex – see this blog post for details).

An optimal page for the phrase “running shoes” would thus look something like:

Keyword usage is NOT an exact science, and it is certainly valuable to engage in testing, tweaking, and experimentation on your own sites and pages. Just keep in mind that user experience should never be sacrificed for the sake of optimization – search engines want the same things as humans, and generally speaking, if your page can earn one or two extra links by providing great content, this will far outweigh any benefit from stuffing an extra keyword repetition. SEOmoz’s Term Targeting tool is designed to help accomplish precisely this feat and provides a grade to indicate how well (or poorly) a particular page is following the above suggestions.

As you perform keyword targeting, remember that search engines have advanced semantic analysis abilities – this means that they can not only detect whether your page has the right keywords on it, but whether that page is actually targeting the proper subject(s). Thus, embedding keywords as we’ve described above with perfect precision on a page that’s actually about laser hair removal is going to be immediately apparent to the search engines. Instead of merely inserting keywords on a page and expecting rankings, make sure that the document itself contains high quality content describing or on the topic of your keyword of choice.

[via SEOmoz] by randfish

Yesterday I gave a high-level overview of Technorati’s State of the Blogosphere Report for 2008.  Today I want to underscore a few more of the findings about blogging and brands, the growing credibility of blogs, and the active role of bloggers in other online activities.

The research shows that brands make up a major part of bloggers’ online conversations. “More than four in five bloggers post product or brand reviews, and blog about brands they love or hate. Even day-to-day experiences with customer care or in a retail store are fodder for blog posts. Companies are already reaching out to bloggers: one-third of bloggers have been approached to be brand advocates.”

The Technorati research also shows a general sense amongst bloggers that blogs are being taken more seriously as information sources.

37% of bloggers have been quoted in traditional media based on a blog post. Half of bloggers believe that blogs will be a primary source for news and entertainment in the next five years. Bloggers are less bullish on the prospects for traditional media — one in five bloggers don’t think that newspapers will survive the next ten years.

Bloggers are active Web 2.0 participants, using a variety of Web 2.0 tools.

Blogger Participation in Web 2.0 Activities

Bloggers are generally the first to learn about new web technologies and applications, such as RSS and Twitter. On average, bloggers participate in five of the ten Web 2.0 activities listed, with one-third regularly conducting more than seven Web 2.0 activities.

[via Grown Up Digital] by Don Tapscott