Archive for August, 2010

White Labeling Unify

Tuesday, August 17th, 2010

The current model for most web applications gives us a trade-off: free with explicit product branding, or paid with the ability to have your way with the branding. This leads us to believe that there is some actual monetary cost to allowing a change of brand. There isn’t. So what do you get for your money? At best, you get permission to at best confuse or at worst, permission to rip-off your client. This is not creating value. This is snake oil, and at Unit we refuse to take part in this charade.

Justification, Disassembled

There is one very simple reason to not allow white labeling for Unify: any branding change would alter the code, and we cannot properly support our product once the source code has been changed. Beyond this, I would like to put a finer point on our position. The following are some of the common reasons that people use to justify white labeling, each rebutted by our philosophical perspectives behind Unify.

Doomsday Scenario: “My clients will get confused! They need their brand at the top of an app.”

This morning I hit snooze on my Seiko alarm, ate some Kashi cereal,  drove to work in my Jeep, woke up my lazy iMac and posted this to the blog using WordPress. At no moment did I get confused… at least not about the brands I was using. (Thanks to David Airey for his similar progression in Logo Design Love).

Brands are not built to confuse. In fact, they clarify. A brand is a promise between the producer and the customer. Over time it is reinforced by good experiences and destroyed by bad ones. It is an honest face: recognizable and persistent. White labeling masks that face, and what do you consider the intentions of man behind a mask?

With Unify, we are building a brand through consistency and upkeep, and removing the brand would nullify any responsibility we take for our product. Marketing efforts, customer support, twitter chatter, blog posts on updates and improvements; all would be nullified by this obfuscation. This cost is too high to negate all of these efforts in the hopes of not confusing people who are smart enough – and familiar enough with brands – not to get lost.

The Appeal to Revenue: “You can charge tons more for a white label license! I will pay it!”

The only person who “pays” when costs go up is the end-client. The problem is, as explained above, THEY see no benefit. The only person who benefits from white-labeling is the middleman. The go-between gets to represent someone else’s work as their own, and the client pays a premium. How is this fair?

We have crafted a price and a model for Unify that correctly reflects its value. Inflating this price is not in our best interest. This larger price would communicate to those fitting the bill that there are more features, larger resources dedicated to customer service and bloated expansion towards bells and whistles. This is not our perspective on Unify. Unify is a simple tool, like a hammer; it does not bludgeon better with a different name on the side.

Also, there is an idea that comes up intermittently in our white-label discussions: that our “real” customers [designer/developers] want to be able to put their name on our product to make them look good. They are willing to pay five times the price – or more – so that they can tell their client that Unify is a custom-built CMS tailored to their needs. This, of course, is lying and is the worst possible justification for white labeling.

Truth be told, we want to look good, too. Not the “we” of Unit Interactive, but the “we” that makes Unify. We take pride in our product, and again, we want to build a brand behind that product that adds value and trust. We are not in the business of artificially inflating other people’s prowess. We only want Unify to be the best product for the people who have to use it every day.

High Anxiety: “My client will not understand why I charge my fee for a CMS when they can find that your product costs under $25.”

How a professional justifies their rates is not our business, but there is an easy answer to this: Time. Unify takes time to plan, install and to test (not much, though). One’s time is still worth money, so charge accordingly. If a person cannot rectify their rate with our price and their time, that person needs to sincerely reevaluate their pricing.

A Contrast in Black & White

“…black labeling is the practice of offering a ghosted service; where authorship, responsibility, or accomplishment (or all 3) are misrepresented in order to hide the truth of one’s inadequate skill, responsibility, or accomplishment. In plain English, by word this is known as lying; by deed this is known as deliberate deception.”

Here, Andy has drawn a decisive line between the honest uses of white labeling, and what he calls black labeling. By his definition only commodities can be appropriately white labeled. By our definition of what our actual product is – consistency of innovation, customer support, and a determination to keep things simple – Unify is a service. The code changes, but our commitment to serving to our customers stays the same.

Any attempt to white label Unify would really be black labeling, and would destroy Unify. This is not merely my opinion: it is the result of much internal debate and input from users – mostly to the contrary – that has led me to firmly stand against the ability to re-brand Unify. In most implementations, black labeling destroys brands and experiences. Where some argue that it adds consistency, it instead severely muddies the water for the people who are our main concern: the user. White labeling should be relegated to the few opportunities where it makes sense, and it is disheartening to see that it has become so ubiquitous in the life of a web designer.

SXSW Panel on Client Interactions

Thursday, August 12th, 2010

I’m pleased to say that talented designer, developer, and pro advice maven Lea Alcantara is pitching a 2011 SXSW panel on client interactions and has asked me to take part. Along with Rogie King and likely one or two others we’ll be discussing how we maintain professional and successful client relationships.

The SXSW Panel Picker lists the panel thusly:
Getting tired of all the client hate? There are a ton of articles, videos and parodies out there that bemoan the client-vendor relationship. But does it really have to be that bad? A panel of esteemed professionals of all types (freelancers to studio honchos) explain how they get and keep their BEST clients, and how we can turn client meltdowns into client success (which means a happy you).

  1. What’s the craziest request you’ve fulfilled for a client?
  2. What are some ground rules you set with clients at the start?
  3. Give me an example where you turned around a sour situation into an excellent one.
  4. How much of your client work is based on referrals?
  5. How important is it to maintain relationships with current clients? How do you maintain them?

If you’re going to SXSW and would like to attend this panel, of just think it’s a worthwhile exercise, vote us up and get us on the schedule!

Working with Multiple Agencies

Wednesday, August 11th, 2010

Unit’s approach to working with other agencies to successfully bring a client’s project to fruition is simple, straight-forward, and has had a genuinely positive impact on the quality of our work. It allows us to maintain professional relationships. It ensures the client receives our best effort. It enables close collaboration with the other contractors which provides the best possible results in the final product.

Despite these obviously desirable outcomes, our approach seems to be the exception rather than the rule in the web design and development industry. What follows is an explanation of the way in which we prefer to work and why it is the best-case scenario for our clients.

The Allegory of the Stool

To understand the client/agency relationships we encourage as well as why we believe they are effective, it is useful to consider a stool. Building a simple stool is not a particularly daunting task, but doing so successfully does require attention to a few critical details. The stool is the configuration of pieces (people) chosen to bring a project off.

The first critical element of a stool is the seat. The seat is the reason for having a stool in the first place and without a seat one can never have a stool. The seat is the project.

Next, one must add some legs to the stool in order to elevate the seat. After all, a seat on the ground does not a stool make. But how many legs to add? Can we get away with just one?

The One-Legged Stool

As it turns out, yes! A stool with only a single leg can be made to balance if it is carefully constructed and never disturbed. Yet, it is far from an ideal construction. It can tip in any direction and will do so when presented with the slightest turbulence. A person may sit on this stool, but not without constantly working to stay upright. Successfully using a one-legged stool is a precarious balancing act.

One-Legged Stool

A project set up as a one-legged stool provides many points of failure and inherent instability.

In the design world, one-legged stools come about because of the all-too-common practice of subcontracting. More explicitly, they occur when Agency One are hired to deliver all aspects of a project and then Agency One, in turn, hire Agency Two (or more) to handle aspects of the project Agency One aren’t equipped to handle on their own.

There are myriad issues with subcontracting and in his article Lies, Deception, and Subcontracting, Andy has written about them at length, but the short version is that at some level the agency is dealing dishonestly with its client.

At worst, the agency is deceiving the client into believing that the agency is capable of work it cannot do and must hire others to accomplish. In this situation the client is kept in the dark about who is actually doing the work and a facade of responsibility is maintained by the agency. Participating in such a scheme is not only bad news for the project, it is also patently unethical.

Not all subcontracting is based on deception however. An agency could be perfectly forthright with its client about what its true capabilities are and who will be doing which parts of the project. Unfortunately, even a transparent subcontracting situation is a dishonest one. The agency is still assuming responsibility for work it isn’t doing and people it doesn’t manage. They are still building a one-legged stool.

Project collaborations set up this way are so unstable because a failure at any point can topple the whole process:

  1. If the subcontractor fails, the agency can’t pick up the slack for work it couldn’t do in the first place.
  2. If the agency fails (or bails), the client loses all of its hired talent.
  3. If the client pulls out, the agency is left holding the bill for its subcontractors.
  4. Depending on the situation, any of the preceding can result in litigation.

At Unit, we flat refuse to be part of the house of cards that is a one-legged stool project. Most of us have had the experience at some point in our careers and were left understanding just how demeaning and unprofessional subcontracting really is.

The Two-Legged Stool

Two heads are better than one and so is a stool with two legs better than the contraption with just one. While inherently unstable, a two-legged stool is easier to balance on because it can only tip over in two directions. Its instabilities can be predicted and planned for by an alert sitter. Still, the stool is not constructed for success and sitter is solely responsible for keeping the seat upright.

Two-Legged Stool

Two-legged stools are usable but take a lot of work to keep upright.

Clients, especially those that are unpracticed at managing such projects, have a tendency to segment the workflow. Perhaps they prefer to first produce all of the design comps and then later worry about building the site out. Or maybe they desire a working product before considering the design. If the project is not segmented chronologically it may still be segmented by function with the client providing all of the communication between different agencies.

In whatever arrangements the pieces end up, a two-legged stool is created when the client works directly with the involved agencies (good) but the agencies work independently of each other (not as good). Everyone is in an honest business relationship and there are fewer points of failure, but the project is susceptible to two major flaws.

Chronological Segmentation: Every project has tweaks. Adjustments must be made as the various pieces are integrated. If the project is set up so that one agency must fully complete its work before the other begins, then these adjustments become a major hassle instead of a natural part of the project end game. The worst outcome of this is the loss of trust from the client’s perception of a job imperfectly done.

Function Segmentation: It is proper that different people should handle the aspects of a project that fit with their expertise. But if a client keeps these people ignorant of each other it is setting itself up to be the communications hub for people who need to speak a completely different language.

Clients are experts in their business (or should be if you are going to work with them). They are not experts in your field and trying to communicate with other experts through your client is an exercise in futility. Not only will the messages not be conveyed clearly, but since neither agency has a commitment to work with the other, both will be mainly concerned with protecting their reputation (and work) from the influence of the “other guys”. This is far from ideal and puts the quality of the finished product in jeopardy.

Two-legged stool projects are not the end of the world and they can produce great results, but they do so in spite of their flaws. We see our fair share of these projects at Unit but it certainly isn’t our preferred way to work nor is it what we suggest to our clients.

The Three-Legged Stool

A stool with three legs is fully stable. It stands on its own. It supports a weight without the active involvement of the sitter. It requires a strong jolt to upset the balance of a stool standing on three legs.

Three-Legged Stool

Three-legged stools are the most stable and best set up for success.

When the client is working directly with all agencies involved in a project, and those agencies are collaborating with each other, a three-legged stool has been achieved.

It is the best-case scenario for all involved parties. The agencies are only contracted to do the work they are best suited for. They all have a direct line to the client and each other so no intermediary translation is needed. They can collaborate to integrate and adjust the project without affecting project quality or disturbing the client’s trust. The ramifications of any one party’s failure is mitigated as much as possible. Best of all the work, and not the politics, is in the best position to receive everyone’s focus.

This is how Unit loves to work. Three-legged stool projects have demonstrated superior results time after time and so we recommend it to all clients seeking our services.

User-Centric Pricing

Thursday, August 5th, 2010

An article I wrote on pricing for applications is up on Smashing Magazine today. The article is written mostly from our experiences with Unify, with a little help from other fine web entrepreneurs like David Greiner of Campaign Monitor and Ryan Carson of Think Vitamin and Carsonified. This is an expansion of the thinking behind a post I wrote here not too long ago touting the benefits of proper pricing (and model) for the desired function of an app.

Price influences behavior, so it follows that user experience begins at the price point. When creating an app, think of the pricing model as early as possible, and keep adapting it to your user’s needs as well as your own through the life of the product.

Check out the article when you can. Your thoughts are definitely appreciated.

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Thursday, August 5th, 2010

Unify version 1.3.5 is up! Fixed some minor nuisances: http://bit.ly/1Q6hF9 Update now! #unify #verse

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