Apple Hates Business Users

May 6th, 2010 § 0

I love my iPad. It’s fantastic as a content consumption device. I walk around the house with my iPad watching videos, web surfing, and playing games. And for those who say, yeah, but I can do that with my laptop. No you can’t. Not with one hand. Not without that stupid hinged screen flip-flopping around. Not really.

I’m also grateful for the iPad legitimizing the tablet form factor. I’ve been a long-time tablet owner (I’ve owned several ranging from Motion to Samsung to OQO) but I always felt disappointed by the hardware–overheating, poor battery life, and heavy weight. Application developers also failed to innovate on the tablet. Say what you will, but the iPad has been the singular device able to push the market interest back to this form factor by delivering a beautiful device, with truly usable touchscreen apps, and at a price closer to what the mainstream can bear. This year alone over a dozen tablet devices from different makers will make its way into the market.

As a consumer device, the iPad rules.

As a business user it sucks. That’s because Apple hates business users. Worse off, it’s a malicious and deliberate effort by Apple to make it so. We wouldn’t want to cannibalize Macbook Pros and Macbook Airs, would we? Pssst, Apple…I don’t use those for my work either. They might be cute for the musicians, photographers, and graphic designers out there, but as a casual developer and full-time business manager, Mac gets no play at work. Not to mention the fact that most Corporate IT teams will not officially support Macs on their network. I know, it surprises me too.

I found it funny as I stood in line to pickup my iPad that they had business development managers visiting people in line asking how they planned on using the device for their business. I told them I’m not. Nor do I see most business owners planning on it. That’s because Apple has intentionally crippled anything in the device that would actually make it useful for a business user.

OUTPUT TO SCREEN/PROJECTOR: FAIL!
Great, Apple will happily sell you a VGA adapter for $29. Guess what? You can only output a handful of apps to the screen/projector. WTF? Why? Clearly, the device can do it because Steve used that very same capability to show off his shiny new gift to the world. So why disable it in the production device? ‘Cause Apple hates business users. Any thought of using the device to easily display docs or display websites to an audience is out the window. Don’t get me started on the limited options I have to show docs via iWork. And all those great apps on the iPad? Yeah, can’t show those to an audience at work either. Incidentally, this pisses off app developers too because recording help and promotional videos for your app with the sorry emulator is just weak sauce.

WIRELESS SYNC: FAIL!
Zune has it. Kindle has it. No iPod, iPhone, or iPad has it. Damn, even my old Pocket PC could do that. Good luck, WiFi Sync, I truly hope you get approved in the app store.

SEAMLESSLY WORK WITH DOCS ACROSS DEVICES: FAIL!
Why can’t I take files from my Mac, iMac, PC, network drive, and easily put it on my iPad? And vice versa? Why can’t I easily pass docs between my iPhone and my iPad? No, I shouldn’t have to pay for a third party app to do that. And I shouldn’t have to launch that app in order to access it, either. Apple once prided itself on “it just works” and the fact that its products so seamlessly integrated with each other. Hey, Apple, when I plug in my iPad (and iPhone) it should just show up as a USB storage device. Even my cheapest Blackberry can do that. Guess it doesn’t matter, ’cause I can’t do jack with the doc once it’s on my iPad anyway.

PRODUCTIVITY APPS: FAIL!
We totally re-worked Calendar and Mail so it’s so great to use! Yeah, right. Maybe for people who get 5 emails a day. But for a business user, my Blackberry will pimp slap the iPad (and iPhone) up and down the block. Two times. Where is “go to next unread message?” Copy-paste that isn’t a joke to use? Auto-fill that actually assumes I know what the hell I mean to type and not some asinine suggestion it keeps forcing me to explicitly cancel? What do you mean I can’t forward a meeting invite? Are you serious? I can’t even create a meeting invite and connect to my corporate exchange server to add a meeting room to the invite. I can’t add attendees unless they’re already in my address book or I have their corp email memorized. Wait a sec, I have to get a third party app in order to print? My camera can print directly to a printer, but neither my iPhone nor iPad can do that natively? Huh?

3RD PARTY APPS: FAIL!
Let it go, Steve. Let us install the apps on our device that we want. Any great app that business users have come to love has poor prospects to ever make its way onto the iPhone OS platform. That’s because enterprise-level app developers, the guys who have talents beyond a simple to-do task list, beyond another sad notepad app, the guys who actually make useful things like OneNote, PersonalBrain, Firefox, Team Box, Pivotal Tracker, and Skype don’t want to gamble on developing an app that’ll just get rejected.

So while I love my iPad as a consumer, it is destined to be a hand me down to my little nephew because Notion Ink Adam, WePad, and ExoPC will all surpass the iPad for my business use. Or perhaps I’ll celebrate the beautiful work from Spirit, Dev-Team, and Saurik’s Cydia. Microsoft, HP, and others, are you taking notes?

The really sad part is that there really is nothing technically that prevents any of this functionality on the iPad or iPhone. It would be a simple matter of a firmware/OS upgrade. Apple just hates business users. Is it really all that much to ask? Output full UI to screen. Transfer files and docs. Wireless sync. Productivity apps that are actually productive. Opening up to more apps. That’s Business 101. Tell that to your business development managers.

How You Can Save Your Company $2,000,000 in Just 5 Minutes

December 13th, 2009 § 0

In my last article, I wrote about kaizen, a Japanese business philosophy of constant improvement. I’d like to follow up on that discussion with a brief demonstration of how even seemingly small changes can have a huge effect on your business.

How can you save your company $2,000,000 in just 5 minutes? Follow along to see how.

It takes my laptop 14 minutes to startup. That’s from the moment I press the power button to the time I am able to launch my first email in Outlook. Even if you subtract for XP itself, that’s a long time. I am not your typical user: I defrag my machine often, explicitly shut off non-essential services, map only one network drive, have wifi explicitly disabled, and put nothing in my startup folder except for the aforementioned Outlook. Oh, and I’ve done most of the recommended tweaks to get XP to boot faster. So where does the rest of the time come from? All the stuff my company does to make sure my laptop is secure, has its updates, and whatever else is in the standard image.

Don’t get me wrong, this is important stuff and I support it whole-heartedly. But consider this, what if a VP walked over to the IT department and said: “Guys, find a way to shave 5 minutes off the system boot times while keeping the systems secure and I’ll pay you a $5000 bonus.” Watch how fast those minutes disappear.

14 minutes. Big whoop, right? Chillax, press start, go grab a cup of coffee, and when you come back you’re ready to go. Okay, smart guy, what if I’m in the middle of a critical 30-minute meeting with the CFO and my laptop requires a restart? ‘Cause that never happens on Windows, right? So there goes half my meeting there.

What would happen if IT just shaved off 5 of those minutes?


Embed the Kaizen Calculator on your site by copying the code below:

That’s what 5 minutes means. Backup for a second, Serge, that’s great for large companies but what about smaller companies? Okay, take a 25-person outfit, with an average of $15/hr:

  • Cancel one unnecessary 30-minute meeting each month ($2250)
  • If half are parents who usually leave 15 minutes early to pick up their kids, provide onsite daycare (still at the employees’ expense) ($11250)
  • Save 2 minutes by reducing just 5 emails ($3000)
  • Provide computers that boot just 1 minute faster ($1500)

That’s $18000 right there.

Yes, yes, it’s a bit of a leap to say that this saves the company in real terms because you won’t actually see that in the bottom line. Okay, so quantify for me how much work-related stress does cost the company. What are the recruitment and training costs of retaining and having to re-hire talent due to attrition? What is the value of being recognized as one of the best companies to work for? Measure for me the lost opportunity costs of all those minutes added up when said employees could be working on other things in a state of peace and tranquility.

That is the point of kaizen. A relatively simple idea of reducing the amount of time it takes for a computer to restart can create a culture capable of constant improvement. This is the type of environment that nurtures employees who will think of that huge cost savings or that next multi-million dollar revenue stream.

Have time-saving ideas for your company? Share in the comments section below. Play around with the Kaizen Calculator to see how much your company could be saving.

Oh, and you probably could have read this article 8 times in the time it took me to restart my laptop.

Kaizen, The Japanese Art of Continuous Improvement

November 27th, 2009 § 1

It seems I’ve been thinking a lot lately about my time in Japan. Usually it comes about when I’m thinking about technology or gadgets. But lately, I’ve been reflecting a bit more on Japanese culture and specifically the culture of the workplace.

In the early 1980s, Japanese business was the dominant global player, easily trouncing the US and its western brethren on profits and efficiency. The seemingly impossible advances and pace set by the Japanese automotive industry and electronics manufacturers became the blueprint that many companies tried desperately to duplicate.

In fact, many modern practices in business find their roots during this period of business growth and change. During our current period of economic difficulty, business uncertainty, and low employee morale, I’ve been thinking about one practice in particular:

kaizen (改善) – Japanese for improvement; comes from the words kai, meaning to change or break and zen, meaning good or better

Kaizen is a system of employee-driven suggestions to improve every aspect of the business. But even this definition falls short. Kaizen is a state of mind, it is ingrained in Japanese business culture. It asserts that all employees are responsible for the quality and profitability of a company. Masaaki Imai is known as the father of Continuous Improvement (CI) in the workplace and recognized as the inventor of kaizen. This practice of employee suggestions dates back much further though, when in 1721 the shogun Yoshimuni Tokugawa issued the following proclamation: “Make your idea known. Rewards are given for those that are accepted.”

Focus on the word “accepted.” In the West, we tend to reward ideas that are “implemented.” In Japan, merely making a suggestion is met with a reward, albeit a very small financial one (something like $5 per idea). A large reason why suggestion programs tend to fail or are ineffective is this emphasis only on ideas that are implemented. Management has the most significant impact on whether an idea is actually implemented, and yet the individual employee only gets recognized (rewarded) if Management actually does something with the idea. Pretty soon, you train the employee to not bother.

Yes, yes, we can talk about establishing programs that empower the employee to take action, but that will be the subject for another article. I leave it for now with the assertion that such an approach is all well and good, but it has to start from the top, from defining the system, allocating the budget and time, and actively engaging in the program. This is one instance where “delegating” or “empowering” downwards is a bit of a cop out.

The National Association of Suggestion Systems (NASS), now known as the Employee Involvement Association (EIA), reports that the average employee suggestion returns about $7000 to the company in profit or savings. In the US, the implementation rate for employee suggestions is about 35%. In Japan that number is more than 70%. The total savings/earnings for companies and state agencies which have employee suggestion programs is in the billions. That’s billions with a “b.” Yet only 3% of companies in the US even have a suggestion program. Successful and sustainable ones are a fraction of that.

There are many spectacular stories of employee suggestions–American Airlines bought a Boeing 757 from the $55M in savings its annual IdeAAs in Flight program delivered–but thinking small in this instance has another positive effect…it creates access. From the Managing Director all the way down to the housekeeping and maintenance staff, anyone can submit an idea. A Managing Director may not be bothered with $5, but a janitor will submit tons of ideas if it means it’ll pay for lunch. Shoot, I’d submit an idea every single day!

Consider what just a few of the following ideas might save your company:

  • switch to mugs instead of disposable coffee cups
  • change to long-life lightbulbs
  • change printer defaults to double-sided printing
  • meeting moratorium Fridays
  • onsite car wash (vaccinations, oil change, etc)
  • workplace dry cleaning and laundry delivery services
  • onsite child daycare

Do any of these ideas directly impact your product or service? Probably not. But ask your COO or CFO if they care about their impact on operating margins (they will). Also consider that these handful of suggestions alone mean employees can focus on their work instead, which does impact your product or service. It also instills a culture that every employee has a chance to make a difference and it encourages creativity, which will translate in the way your employees approach their work.

Estimating the impact of such a program on morale and employee retention is extremely tricky and not likely to convince Management on the value of the program. So let’s say such a program retains just one employee. One single employee. I don’t think you’re asking anyone to make too much of a mental leap in accepting that this sort of program could save one employee. Estimating very conservatively, the cost of interviewing, hiring, and training an employee would easily be $50,000. For $50,000, you could fund 10,000 ideas (at $5 each). If ideas average about $7000 back to the company, that’s an additional $70,000. That’s already $120,000 right there.

Here’s my proposal, start an employee suggestion program at $5 an idea. Reward implemented ideas with an additional 0.5% of the total return back to the originating employee. Don’t be greedy, give a half percent back to the employee. You’d rather have 100% of 0? (that’s still zero) Or would you rather have 99.5% of the more than $2B which came from employee suggestions last year? (that’s still $1.99B).

For more reading on kaizen, check out these presentations:

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This post was inspired by an article forwarded to me by one of my team members. Thanks for jogging my memory, K.

The Best Product Search in the World

November 7th, 2009 § 0

eBay has the best Product Search in the world. Period. Sorry, Google. What’s more, eBay actually executes more searches than Google each day. Significantly more. Like 7-8 times more. (ref: comScore, investor reports)

eBay Product Search wins on quantity and quality. Don’t believe me? Do the following searches on Google, Amazon, and eBay:

  • nike dunk low size 11
  • nike dunk low sz 11

My results (as of this writing):

  • Google: 188, 370
  • Amazon: 20, 1
  • eBay: 432, 439

It gets better. A rough analysis of overlap (the actual items found by “nike dunk low sz 11″ that are also found by “nike dunk low size 11″):

  • Google: less than 50%
  • Amazon: 0%
  • eBay: more than 96%

That means on eBay, I’ll get about 400 results regardless of which phrase I searched and only miss out on about 10 items from the other search query. Google and Amazon expect customers to be savvy enough to know to do two searches using “sz” and “size” to see all the relevant products.

eBay Product Search is not perfect either. What would the three do if the customer didn’t specify the word “size” at all? What if they did the search using UK sizes? European sizes? In the US, we call them “sneakers.” The Brits would say “trainers.” My Dutch friends search for “sportschoenen.” Sneakerheads might look for “sneaks” or “kicks.” Should I be expected to search several hundred permutations to get a complete view?

So what are people searching for on Google? According to Google Zeitgeist: “Facebook,” “YouTube,” “Yahoo,” “Hotmail,” and “Google.” For general knowledge, breaking news topics, or blind searches, Google is the champ. That’s why I made it a point to say eBay has the best PRODUCT search in the world. eBay couldn’t tell you the lyrics to “Sweet Home Alabama.” eBay won’t show you a map to get to Roscoe’s Chicken & Waffles on Pico. eBay doesn’t have the steps for jailbreaking your iPhone. Nor should it.

So let’s see what’s happening on Google Product Search. It varies ever so slightly depending on what market you look at, but worldwide, the top search terms for 2009 are (according to Google Zeitgeist): “ipod touch,” “macbook,” “laptops,” “acer,” “iphone,” “canon powershot,” “lcd,” and “ipod.”

Going by Apple’s Q309 report, they sold: 2.6M Macintosh computers, 10.2M iPods, and 5.2M iPhones. Microsoft reports it sold 1.7M Xbox 360s in Q309. Canon PowerShot cameras are no more than about 4M (Canon’s total camera division sold $529M in Q309, so I’m being very generous here).

So. The most searched products on Google map to about 24M devices, all with the same structured data and pre-defined attributes. Guess what? If you searched for that on apple.com, newegg.com, bestbuy.com, or bol.com, you’ll get exactly the same results as you would on Google. Exactly the same specs. Exactly the same stock photos. Not so sexy. You know who I’m going to buy from, the one who ships it to me the fastest and cheapest.

That’s great for electronics. But what about clothing? Cars? Jewelry? Art? Houses? Plumbers? I don’t search for these things the same way I search for the latest iPod and I’m guessing you don’t either.

It’s sheer lunacy to expect even the most brilliant of minds to come up with one unified finding experience that covers all these categories. Not unless you’ve perfected a USB-powered mind-reading cap. If you have, let’s talk.

It would also be foolish to dismiss the fact that the level of sophistication of online shoppers has increased as well. 14 years ago, when eBay first started, online commerce was confined to the BBS’s and consisted mostly of collectibles and hard-to-find electronic components. These days, people are used to buying their books over the web. People buy cars sight unseen online. We stream our music and movies. When was the last time you spoke to an actual travel agent?

eBay is uniquely positioned to dominate and revolutionize Product Search. But it has to rethink how it approaches finding. We BUY things, but we GO SHOPPING. Shopping is not a cold, lifeless, mechanical process. It’s emotional. It’s impulsive. It’s an experience. To have the best Product Search experience anywhere eBay needs to focus its energies on 4 key areas:

  • Experience
  • Inventory
  • Discovery
  • Value

Experience
eBay has to break its obsession with the single search bar with category dropdown. Do you really think I want to search all eBay categories for Prince tickets? So why bother bringing me ticket stubs from his 1985 concert in Hartford, Connecticut? If I had wanted that, don’t you trust that I would have been smart enough to explicitly look in memorabilia or collectibles?

Giving me more product finder dropdowns on the sidebar isn’t going to help either. eBay has to think about how real people look for real things. I don’t expect to search for work boots the same way I search car parts for a ‘69 Chevy Camaro. Choose function over form. I’m not going to mind that I have to use a different interface. In most cases, I’ll even thank you for the difference.

Boyfriends are drilled into memorizing the 5 C’s of picking an engagement ring. So why not offer me product sliders like this from Blue Nile?

Some categories lend themselves better to image-based search. Some are entirely price-driven. Some work better as browse, while others are query explicit. They won’t all be the same. Don’t try to make them to be.

Inventory
eBay.com has over 100M items with more than 10M being added and sold each day. Mix in all the eBay international sites, eBay Stores, eBay Classifieds Group sites, Gmarket, Tradera, Half.com, ProStores, StubHub, and Rent.com and you have around a quarter of a billion items. I think you’re pretty well-covered for most things you might look for. So you aren’t really impressing anyone bringing me back 3412 pages of search results for “iPod.” In fact, you’re actually discouraging me from looking on eBay because the volume is so overwhelming.

“But Serge, what about all the mom and pop sellers on page 112 who won’t get a shot at your business?”

Sorry, they don’t get it anyway. You think I am going to have the patience to go through 112 pages of iPods? Name me three people in your family who would. The only shot they have is if they can get it to me faster at the cheapest price. But you already have those sorts in the search results, so what’s the point? Now, Ella’s Bling’d Out iPods Emporium might just be what I’m looking for because they offer the gold grill collection with the iced out case edition. How would I know that was on page 113?

Some items are commodities, so price and shipping will rule. Others lend themselves to customization and personalization. Some are truly unique and one-of-a-kind. Why return those all in the same results? How are you benefiting either the Seller or the Buyer in that situation?

Celebrate the unique. eBay has the most unique, varied, and abundant inventory in the world. People don’t just come to eBay to find the latest Dell desktop. They come to eBay for the overclocked, liquid-cooled, see-through case, neon cable sheathed, desktop with the Elmo custom-painted mouse. Think about how you give that item the proper spotlight in a search result.

Come for Dell. Stay for Elmo.

Discovery
Discovery goes hand in hand with inventory. eBay has an incredible opportunity because of its inventory. One of the eBay companies, Marktplaats.nl, just launched www.hippas.nl. At any given time, there are probably no more than about 3000 live items on the site. You don’t want a million items on Hippas. Why? Because Hippas is meant for high-end women’s fashion. The type of customer who doesn’t want to see the same 132,000 items that were there yesterday. How would that stylish lady find the iconic and rare Chanel 2.55 bag in a sea of inventory? She wouldn’t. But given that inventory is a manageable size and the fact that items turn over so fast (that Chanel bag was gone the day it got listed) she has motivation to come back every day to discover new finds. And she does.

How can Craigslist, with its decidedly low tech interface be so dominant? Because people enjoy coming back each day to see what new things have been listed. Because listing an item is dead-simple and joyous. Because things turn over so quickly that they see fresh items. Because older items are explicitly and unapologetically demoted to the bottom of the results list.

For two great examples of finding experiences that encourage the shopper to browse and highlights their great inventory, visit: www.charlesandmarie.com and www.thinkgeek.com.

Think about the real world. You’d think people wouldn’t have the patience to go through those ubiquitous bins of miscellaneous knick knacks at the store, but they do. Why does it work? Because these people look for the thrill of that unexpected find. That rare UK release of Michael Jackson’s album. The complete Automan series on DVD. A script with Hitchcock’s notes in the margin.

Why do they have those aisles of candy, usb flash drives, magazines, and soda lining the checkout line? Impulse shopping. I never knew my life was incomplete without a Sharpie Micro Marker to put on my keychain. Now, thanks to Fry’s my life is complete.

Value
At the end of the day. Value rules. However you define value–and it will vary from customer to customer, from item to item–it is a significant part of your decision on whether to buy something. I’m not just talking about price here. I’m talking value. What value does a car have? It symbolizes freedom, independence, style, practicality, performance, and much more. So finding that beloved addition to your garage should evoke those same feelings, it should enhance that experience.

A computer memory upgrade is valued for the brand, performance, and price. So my finding experience should highlight that value. Artwork is about aesthetics, emotion, and taste. How does sorting on shipping and price help highlight that value? A goose-down comforter is valued for its fill power, thread count, and baffle. Finding should help me search on these values.

Drive value.

eBay has the best Product Search in the world. Let’s keep it that way. Let’s make sure every member of the eBay Inc. family can say the same.

Much Ado About the Wrong Things: eBay and Amazon

November 7th, 2009 § 0

Everyone loves epic rivalries. Lakers vs Celtics. The Beatles vs The Rolling Stones. Liverpool vs Manchester United. Coke vs Pepsi. Biggie vs ‘Pac. Having a measure to compare one’s self can be a great motivational tool, and the intensity of competition can bring out a great performance.

However, obsessing over two icons can be deleterious as well. That’s because there are so many different ways to measure and interpret the results. Focusing on the “victor” can easily turn a blind eye to the inherent greatness in each.

Is the Lakers’ legacy cheapened because the Celtics have a slight 2 championship title lead on them, especially when you consider that combined these two teams have claimed almost half of all the NBA championship titles in history? Is the magnificence of “(I Can’t Get No) Satisfaction” diminished by the thoughtfulness of “Yesterday?” Does the fact that Pepsi has NEVER outsold Coke in its 108-year rivalry take away from the lead PepsiCo has over the Coca-Cola Company because of its snacks division?

Much has been made about an eBay vs Amazon matchup, with the recent rounds going to Amazon. Should that somehow take away from eBay’s great business? Should it limit the amazing opportunities still ahead for eBay?

No.

eBay’s business is still solid. It still posts numbers other companies–yes, including Amazon–would drool over. On income, margin, and cash flow, eBay seems to have the edge (numbers from Q309 quarterly reports):

  • EBAY / AMAZON
  • Net Income: $350M / $199M (winner: eBay)
  • Operating Margin: 28.4% / 4.6% (winner: eBay)
  • Operating Cash Flow: $563M / $374M (winner: eBay)

So what gives? Public companies are often measured by stock price. And stock price is driven by growth. Amazon’s growth has outpaced eCommerce growth in the US while eBay has trailed. But this hasn’t always been so. The turning point for Amazon came around 2006. What happened?

I don’t think Jeff Bezos sat around thinking: “How can I beat eBay?” Maybe he did, but I don’t think it’s what has driven Amazon to make the smart choices it has over the past few years. Instead, I think Mr. Bezos sat thinking: “How can I build a great company?” or “How can I provide the best possible experience for my customers?” He hunkered down and kept the company focused on building itself into a great business and a company worthy of its current admiration.

Over the past few years, Amazon introduced customer-focused improvements like: Amazon Prime, how it treats its zShop Sellers (especially its media sellers), media features like Look Inside and digital download, fantastic Amazon product reviews, and continuing the core strength it has in great merchandising. I think Mr. Bezos focused on three things: price, selection, and customer experience. These created a virtuous cycle that has fueled Amazon’s growth.

So the question shouldn’t be “who is better” or “how can eBay beat Amazon,” but rather “how can eBay be better” or “how can eBay learn from Amazon’s example”.

How can eBay follow suit? By ignoring external comparisons to Amazon and focusing on the customer. By rediscovering its strengths and the things that it does better than anyone else. By creating opportunities for people that they can’t find anywhere else. I’ll discuss this more in-depth in future posts.

I leave you with eBay and Amazon’s mission statements. First, Amazon’s:

“Our vision is to be Earth’s most customer-centric company; to build a place where people can come to find and discover anything they might want to buy online.”

Next, eBay’s:

“Provide a global trading platform where practically anyone can trade practically anything.”

Those sound pretty darn close to each other, don’t they? eBay’s core beliefs send a stronger message:

“We create opportunities for people.
We care. Because we know people depend on us.
We make a difference in the world.”

This is the eBay that people loved. This is the eBay that saw unparalleled growth. This is the eBay that still is but needs to remember, Bird may have had better stats than Magic but the Lakers still beat the Celtics more often than not.

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UPDATE: A few friends of mine at Amazon mentioned Jeff’s napkin diagram, which aligns quite nicely with most of the things I mentioned above. In a timely coinkidink, I ran across this wonderful analysis from Scot Wingo.

Jinkies. Here I thought I was just spouting the usual, half-thought-out, tangled mess that constantly clouds my head and it turns out Mr. Wingo beat me by a few months with a much better articulated analysis. Kudos to you, sir. Well, at least it’s nice to know I’m not completely nonsensical.

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