iOS design is falling apart

In recent years (really, the post-Steve Jobs era), the designers on iOS have become lax. In an effort to add new features or "improve" design, they have crippled usability and crammed buttons into places that shouldn't even be places. And without someone like Steve Jobs to send them back to the drawing board, these train wrecks now make it into production. A few examples:

"Back to App" button

When clicking a link that takes you to another app, iOS now crams a "Back to ____" link in the status bar. There are several problem with this:

  • Can't check my reception - If something isn't loading, I don't have an easy way of troubleshooting the problem.
  • Can't see if I'm on wifi or cell network - If I'm clicking on a video link, I might want to double-check to make sure I'm not going to eat through data from my cell plan.
  • Way too small of a tap area - If you read even Apple's design best practices (under Hit Targets), they'll point out that you should allow a good amount of padding for finger tapping.

And now they're a "Forward to ____" button?! Great, now I can't check my battery or diagnose why my sound isn't playing. ("Am I connected to a bluetooth device somewhere?")

Google solved this adequately within their own suite of apps, like in Chrome, by overriding the app's Back button with a button that would return you to the Google app where you came from - a very elegant solution.

My thoughts on $TWTR, senseless IPOs, and public internet companies

I just read this headline: Twitter Falls Below IPO Price as Concerns Mount Over CEO, Growth source

Surprised? I sure hope not.

It continues to astound me that websites with a large user base and trajectory seem to be a good enough reason to go public. Many of these sites are the fad of the month but happen to catch mainstream hype at just the right time.

Zynga, anyone?

Let me say this: Because you write software and attain a large audience and good traction and get decent mainstream press, these reasons alone are not a good enough to go public.

There's a catch-22 in the internet business: Salaries are often subsidized with equity. This traditionally works well with traditional, brick and mortar companies. We're talking about companies that build hotels, chains like Starbucks, or the company that makes the straws that we all use in our Starbucks drinks. But it seems as if internet companies now feel pressured to cash out or go public because of the amount of options they've given away to their early hires, and the number of people relying on them who expect an exponential return. Also layer in the fact that VC firms expect to turn theoretical value on paper into real, cold hard cash in a relatively short period of time. As a result, you're left with a whole slew of companies who aren't ready to be scrutinized in the public financial market.

The old criteria for an IPO candidate used to be businesses with remarkable traction and revenue trajectory. But when the internet came along, everything changed. Suddenly, companies could see exponential growth almost instantly. (Come on, that's pretty easy. When you go from 0 to X...) But as we've seen, that doesn't necessarily ever last. Anybody remember the .com bubble? It almost seems like user adoption maybe isn't the best metric for long-term financial success. Crazy!

Back to Twitter...

For those who don't remember, Twitter didn't start out as a startup with hopes of ever going public. In fact, the founders of Twitter, in 2006 at the time it was created, worked at a podcasting website, Odeo, and things were headed downhill. They realized they needed to reinvent themselves and ended up creating the concept that Twitter is today.

When it comes down to it, Twitter is a marketing site where its audience (users) is sold to advertisers. Let me say it differently: the users are the product and the advertisers are Twitter's customers. Unfortunately, that's nothing unique to Twitter, nor to many internet startups and their stocks that have flatlined. Twitter hasn't built a railroad, nor a coffee chain like Starbucks, nor those straws that we sip out of every morning on our way to work. How is Twitter different than Facebook, from a monetary perspective? Not much, except that Facebook has done it better. Twitter has built a website that millions of us visit on a daily basis (and yes, I use it all the time) but when it comes to financial investors who don't understand crap about the internet, they're looking at a different metric. "Did you hit the growth potential we expected? Did you hit the advertising dollar figure we were looking for?" If not, you're screwed.

"But Cory, what about company X that was super popular?" Let's take a look.

Groupon:

Hmm, what about Retailmenot? (Whaat? Retailmenot is public? Yes.)

Are we sensing a trend?

Oh, one more for you, ladies and gentlemen. Yelp:

In Yelp's case in particular, when their user growth and revenue flatlined, they had to find other ways to keep the charts looking like hockey sticks (up and to the right) and that's when it came out that sales reps were writing negative reviews about businesses, then calling them to upsell them to a plan where they could manage their reviews. How's that for a business model?

So for those of you who put money into Twitter, or Yelp, or Groupon, just because of their upward growth... did you really think they would become the next Google? Or Apple?

Put your money into a company like Salesforce, a company that continues to spread its tentacles into the hearts of businesses across the world. Put your money in Tesla, a company that's changing how we build cars. Or give your money to Google or Amazon, companies that continually create products that increasingly hold the data that we all depend on. Dropbox is an ideal candidate for an IPO - an established business with customers who pay for their services directly, and who continue to expand into other markets (B2B) as they become a more mature business. Uber is another company that has reached such critical mass and has such a large customer base with potential to move into other markets that they also will do incredibly well at an IPO.

Let's move away from putting our money into companies that rely on us visiting their webpages, to survive. Real intellectual property is created when a company builds something better and more unique than anybody else.

I wish companies like Twitter, Groupon and Yelp stayed private. These companies are immensely useful for a large audience, but when those growth numbers wear off, they shouldn't be penalized by investors who don't understand their value. Instead, they should stay private until the point where they are such a critical part of our lives where growth metrics don't matter, and instead, we value them upon their contribution to our lives.

An open letter to Flightcar

Dear Flightcar,

I tried. I really tried. When I found out about you, I was stoked. "Finally!" I thought, "A company that's going to disrupt the miserable car rental business!" And in theory, the concept is great. The only problem: The car rental business is a customer service-intense industry. Translation: your customer support has to be on point.

Unfortunately, the customer support department at Flightcar seems to be largely non-existent. (Quite frankly, this is the last thing I expected from a well-funded Silicon Valley startup with top tier investors.) But before I detail my laundry list of personal experiences (including the phone call that put me over the edge), let's check some recent tweets.

Notice the timestamps on these tweets. These are all from just the past few weeks.

The quote from @andrewjiang is spot on: "The human element is broken."

I can safely say the encounters I've had with the people at Flightcar (non-sales related) have been some of the worst experiences I've ever had with support teams. We're talking along the lines of AT&T, Verizon, and dare I say Comcast?

Flightcar, you have to fix this if this business is going to continue.

The encounter I had tonight is just icing on the cake, but before I get there, let's just review some former personal experiences with Flightcar that come to the top of my head. (These are largely the same as many other complains that can be found online. Just read some Yelp reviews or do a search for @flightcar on Twitter.)

Summary of previous issues

  • The first time my wife and I rented through Flightcar, we waited for our airport pickup for 45 minutes before giving up and Ubering ourselves to the Seattle station.
  • We ordered a 2009-2015 luxury sedan and were given a 2004 Audi A6. (Build-in navigation - what I was hoping for? Fat chance.) I returned the vehicle the next day. Getting our refund took 7 emails over 8 days.
  • Deciding to give Flightcar the benefits of the doubt, we entered one of our vehicles in the monthly rental program. We were told the max monthly mileage put on the vehicle would be 1,800 miles. Our Jeep was pummeled with over 2,300 miles in less than a month, so we pulled it out.
  • Within that time period, email notifications stopped working for a portion of it and we received no updates about when our Jeep was returned or rented, and no notice from Flightcar about the issue.
  • There were multiple encounters of waiting a week for a response to emails, and on several occasions, no responses at all. On at least two occasions, I was told my emails went into the spam folder. (Seriously? The Zendesk spam folder??)
Tonight's phone call(s)

But the latest issue in my series of terrible interactions, and quite frankly, my breaking point, involves a support call about missing floor mats from the Jeep we loaned to the monthly program. Getting no response in over 3 days, tonight I decided to call.

  • I called the Flightcar support line, explained the missing floor mats, and asked to be transferred to the Seattle office so I could find out if anyone could locate them.
  • The woman on the phone, bless her heart, believing my name to be Clory, couldn't find my account. (Really? Clory?? And yes, I clarified several times but it just wasn't processing.) After the battle to get that figured out (Cory with an i like igloo or y like yo-yo?), she asked if I could describe what a floor mat is. Let me repeat, and I quote: "Can you explain more what is a floor mat?" Ma'am, I think you might be in the wrong business.
  • BUT, it gets better. After getting transferred to the Seattle office, I can overhear the male representative talking to someone (possibly the woman from the call center), but he didn't know I could hear him. Some of the phrases I overheard included: "I've seen some floor mats but I don't touch them." "Yeah that's a lost and found thing." "This is the second person who's asked about floor mats."
  • After several minutes of me listening in and waiting for him to address me, the call was disconnected. Not dropped. Disconnected.

At this point, I decided to record the call when I called back. The recordings aren't nearly as money as the first call, but you'll get the gist.

I believe the woman at the call center is the same woman I had previously talked to, though having talked to me literally 10 minutes before, it didn't ring a bell for her. And this time, she thought my name was Troy.

Once transferred to Seattle, I was again able to hear the other end of the call. He didn't say anything this time, though. And so finally, a few minutes in when I realized the rep had no intention of introducing himself to me, I decided to speak up. Sure enough, he could hear me and responded. Although, seriously, those phone skills... :-/

Toward the end of the call, we got disconnected AGAIN. Hoping to give him my phone number so he could have someone call me back in the morning, I called the support center a third time. Except this time, the call center was closed for the night.

Great. Still no resolution to my missing floormats.

I had intended to try to loan Flightcar another vehicle, but seriously Flightcar, enough is enough. I'm done, and I hope you can clear up these amateur mistakes up very soon. You've lost my business for good, and from what I'm seeing on social sites, I'm not the only one.

Thanks for listening and I wish you the best.

Cory