I want an electric car

why can't I buy one?

The Nissan Leaf is advertised EVERYWHERE. On tv, in magazines, on the internet, it's hard to get away from. The Nissan Leaf is an all electric car that is reasonably cheap ($25K or so after rebates) and seats four. But try to buy one. Go ahead. They opened up a US pre-order signup process over a year ago (only open to certain geographic areas), and it was instantly over-subscribed and they cut it off at 20,000 vehicles. They were supposed to ship in 2010. By January of 2011 they had shipped around 60 cars. Worldwide.

Nevermind the madness of spending money to advertise a car you can't ship (those pre-orders all include a deposit, the people are serious), why is this taking so long? (I know the earthquake in Japan has delayed this further, but these cars were supposed to have shipped prior to the earthquake)

I don't need public charging stations, I'm not waiting for any silver bullet. What they are offering we could use, right now. We have a minivan. It averages 18.1 MPG, and our average use is 71.1 miles per day. This is not speculative, it is hard data from the last three years, calculated by my iphone and the trusty MPG app. If you do the math, we spend over $500 per month for my wife's van, and if you look at the mileage, we average 70 miles per day, right in the sweet spot for an electric vehicle (generally they go 90-100 miles per charge).

So the Leaf isn't shipping. What else is out there? Well, the Ford Focus electric has gotten a lot of attention, but there is no shipping date. What about now? I'm tired of spending this money on gas right now... The only other choice that even claims to be shipping in 2011 is the BMW ActiveE. The problem is there is no firm date, and it looks like limited availability and a two year lease with a pretty hefty up front charge.

Sigh.

At the end of the day, there simply aren't any options available for a family of four looking for a fully electric car. There are a lot of vehicles announced, but none of them you can actually purchase. The closest thing is the Volt, which is a plug-in hybrid, but it's not a pure electric and it's rather expensive for what it is.

If the motoring press is to be believed, 2012 and 2013 should bring a lot more choice in this area. In the meantime, we are stuck paying an escalating percent of my paycheck for gas, with no relief in sight.

Choice is good. Bring on the electric car.

Joel

RIP Flip, the fridge is here...

In a presentation at Catalyst a few years ago, Guy Kawasaki talked about the ice market. The ice market long ago consisted of companies that cut up and shipped ice to consumers. This was big and expensive, and required a ship and a long trip to an area where there was lots of ice. As technology improved, it became possible to make ice in a giant warehouse, rather than taking a ship to a very cold climate. As you can imagine, this was vastly simpler, cheaper, and rarely involved sinking to the bottom of the ocean due to a particularly bad storm... Eventually the ice house gave way to the home refrigerator, which was again cheaper and easier. The point? Technology marches on and old ways of doing business die.

The latest casualty is the Flip video camera. For years video cameras have been getting smaller and cheaper. The Flip was an innovative camera that made cheap and "good enough" the standard for personal video. Rather than a big camera with a big zoom lens and tape, the flip was small, portable and shot "good enough" video for people to share. The flip has effectively killed off the bottom of the consumer video camera market, just like the icehouse killed off the ship ice from alaska business...

And then smartphones got video cameras, and the idea of a standalone low end video camera made about as much sense as still having your ice delivered by the local icehouse. Not only was it cheaper (included in the phone you already own or just bought) but it was better. Want to upload it to youtube while you are on the go? The phone will, but the flip? Not unless you plug it into your computer. And just like the home refrigerator killed off the icehouse, the smartphone killed off the flip.

Cisco has taken a lot of grief for this move, and at first glance I think rightly so. They paid nearly $600 Million for the Flip just a few years ago, and now they are shutting the whole business down. But I think the people who claim this is too soon are using bad math. In that article, it is claimed that the market for the flip is somehow 1 billion people. But the very fact that those 1 billion people are the same people that don't want, or cannot afford a smartphone is exactly the problem. Those are the same people that are unlikely to spend money on a brand new video camera. They might already own an older one that is "good enough" or they may find that an older flip or other camera is cheaper on ebay or they might look at it as something that they aren't interested in spending money on.

The point is this: It is a contracting market no matter how you look at it, and serving a rapidly shrinking market (these same people probably argued that not everyone had a fridge at home and there was still a need for an icehouse) is not a good business model. Cisco is making the right move by cutting their losses right now, even though it's a tough decision.

The consumer video camera market as a whole is one that I believe will go way in the face of DSLR's with interchangeable lenses that shoot HD video. For the casual crowd the smartphone meets the need. For the enthusiast crowd the DSLR offers far more than a fixed lens video camera, and the big gaping hole of audio is being remedied fast (Better audio accessories are THE hot accessory for the DSLR market right now). Even some pros are using DSLR's (mostly Canon) to do some pretty impressive projects. RIP consumer video cameras, you have become the icehouse. Viva la iPhone!

Joel

Moonwalking with Einstein

In a rare spur of the moment buy, I picked up Moonwalking with Einstein: The Art and Science of Remembering Everything from the "Amazon Recommends" suggestions. The title intrigued me, and it seems like my memory has gotten worse over the years, and frankly I'd like to have some of that back... When I was younger I relied a lot on my memory. In college I didn't take notes, I listened and interacted in class. I found that I learned a retained a lot more that way than if I just dutifully copied down everything the professor said. These days I have trouble remembering what we discussed last week, let alone months ago.

The first and most important thing to say about this book is that it is not a self help book. This is not really a how to, but more of a journey. Joshua Foer is a storyteller, a journalist, who got interested in the strange world of memory competitions and spent a year training himself to win the US Memory Championships (he did). Along the way, he discusses some (but not all) of the techniques involved in such things.

The book is very well written. It is engaging and a quick read. Along the way it teaches the reader some of the techniques for improving your memory. I was skeptical, but it does work. I am generally terrible at memorizing things, but I was able to very quickly memorize a long list of cars & lap times using the techniques in the book (I did it just for grins, to see if it really worked).

The disappointing thing to me is that he really doesn't cover how to memorize poetry, which is one aspect of the memory competitions. Poetry to me bears the most similarity to scripture, which is really what I would like to be better at memorizing. I'd also hoped to learn enough techniques to be able to memorize scripture in Greek or Hebrew, something I have found impossible to do.

One of the important aspects of memory that this book demonstrates is that our memories are a bit like muscles, they need to be exercised to work effectively. In a world in which we dump everything that matters onto our iphones, it's easy to start forgetting everything and I don't think that's healthy.

At the end of the book Foer frets about the limited practical applications for improving your memory using the techniques he learned. He relays how after a year of memory training he went to dinner, and after taking the train home realized he had driven to dinner... It is not a cure for being forgetful, but rather a set of tools to remember things that you want to remember.

Although not a perfect book, this is a fantastic introduction to the world of your own memory. The techniques in here really work, and have me intrigued enough to look for other resources on improving my memory.

Recommended.

Joel

Interview with Jeff Hook of Fellowship Technologies

In February Fellowship Technologies was acquired by ActiveNetwork. Rather than just speculate on what this means for FellowshipOne, I asked Jeff Hook, CEO & Founder of Fellowship Technologies, if he would be willing to answer questions about this significant development in the church management software market. He graciously agreed. 


I broke my questions into three areas, and limited it to four questions per area. I asked a few friends of mine in the ChMS community what they would like to ask as well, and some of their questions are integrated into the twelve below. Introductions aside, let's get to Jeff's answers!

The first category was for general questions about the acquisition.

(1) What brought about this development? 

Active contacted me first in September of 2007 saying they wanted to get into the church space and I told them I was not interested in selling. I finally entertained their request and went to San Diego to visit their corporate headquarters. They were very impressive but I again reiterated that I was not interested in selling at that time. Every so often, they would call and we'd engage in each others' vision. As we saw common ground, it became clear that we were either going to be a big part of their strategy or we'd have to compete. After a lot of prayer and petitioning to the Lord, it became clear this was what we were supposed to do. We conducted the due diligence on each other and closed the deal on February 1st of this year.

(2) How did F1 become aware of ActiveNetwork or vice versa?

They conducted market research and came to the conclusion that we were the market thought leaders in the industry. They were also convinced that we could become the market leaders based on our people, process and technology approach to business, if we just had more capital to grow faster. We were already growing at a good pace organically, but they knew with more resources, we could ignite development, increase the number of leads and add churches faster.

(3) What do you see as the strongest aspect of ActiveNetwork?

Active is made up of quality professionals who strive to provide value to their customers and are truly dedicated to helping make them (the customer's) successful in fulfilling their vision. In each area of the solutions they provide to the market, they want to be the best - either be the best or do not play; provide innovation or do not play; add the most value or do not play. 

(4) What was most attractive about FellowshipOne to ActiveNetwork?

According to a document I saw after the acquisition, the primary things Active liked about Fellowship Technologies is the quality of our people and our approach to business and innovation; the secondary reasons for buying us was the technology and Active's motivation to get into the faith market.

My second area of questioning was more structural. How would Fellowship Technologies operate after the acquisition?

(1) What kind of changes has the integration made to FellowshipOne as an organization?

Since the primary reason for buying Fellowship Technologies was our people, Active has not changed the structure much at all at this time. The only change so far is that our HR department now reports up through the corporate office and will support additional business units as well as our own. Over time, we will begin to transition into the matrix organization to ensure that we are conducting certain aspects of the business using a common approach, but with me, the general manager of the business unit, directing the priorities required to address the needs of the market. All of the executives are incented to stay the course to help fulfill our vision of providing better systems to churches to effectively care for people, efficiently manage resources and to enable growth (spiritually and numerically).

(2) What short term benefits should FellowshipOne customers expect from this integration?

Of course, the answer to this depends on how you define short-term. As you know, very few things happen in technology in the short term. Over time we will be able to apply more resources to the business and share some functionality that are in other Active solutions. We will also be able to attract employees who live outside of Texas to expand the reach of resources available (It is hard for a smaller company to manage the regulatory requirements of adding employees in more than one state). We will also be able to provide better support to our customers who depend on Active for solutions outside of Fellowship One.

(3) What long term benefits do you see for FellowshipOne customers as a result of this transition?

These are too numerous to layout here. Let me suffice it to say that I believe, in less than five years, the marketplace will agree that this acquisition was ingenious and will bring bring more to the church market than any other ChMS ever imagined. That includes the "previous" Fellowship Technologies before I started to expand my vision of how churches could be served; and, as you know, my vision has always been pretty big!

(4) You've provided excellent leadership at FellowshipOne for a long time. How long are you committed to staying at the head of FellowshipOne? 

Thank you. Of course, I cannot foresee the future. I assume I will continue to be here for quite some time. I am making no plans to leave. Let me just say I continue to be committed to helping make God's vision for Fellowship One that He laid out for me that very first day that I was approached about this software a reality. Maybe I will leave after I have run out of good ideas for how to apply technologies and processes to help the Church serve God's people better. I don't know if I have one of the best jobs in the world, but I do know I have one of the best jobs for me.

My final area of questioning was related to how this would affect the FellowshipOne product directly, as well as a few of Jeff's thoughts on open source solutions:

(1) Will this acquisition by ActiveNetwork provide more resources to FellowshipOne and speed up the development process?

Yes, that is part of the plan. We are working through how best to make that happen. Active has a large development organization that we can leverage in many different ways. Several of them have even come forward and confessed their faith and commented how they are so proud that Active has made serving the Church as part of its vision.

(2) Will this provide the ability for churches to develop their own apps and such for the FellowshipOne platform?

With our API strategy, that was already happening. We just released a giving API to help churches and third party vendors who wanted to post transactions to congregant's giving records. We are definitely committed not just to have an API across the platform, but to use it ourselves in our own development so that we know it works and works well.

(3) Do you have any thoughts on the ChMS market in general, and in particular the open source initiatives like bvcms and others. 

Although people like yourself may disagree with my bias, I do not believe there are enough highly skilled programmers on church staffs to make an open source initiative work in this targeted vertical. To make an open source approach truly successful, there needs to be a vendor committed to allowing others to affect everything, including the kernal, as well as an outstanding, large group of individuals who can add value using the right set of standards and guidelines that everyone can agree with. I've looked at taking a more open source approach to church management and I think it is very hard to pull off. I prefer the API approach of a platform as a service using a strategy that allows a lot of flexibility but can insure the inner workings because of the control and QA the vendor is committed to providing. More of an Apple approach than a Google approach - both are good companies, both approaches can work, but the open source approach requires scale on a much larger level.

Almost every open source solution that has made it in the secular world has had a lot of capital behind it to get it off the ground or at least to get it to scale in a supported fashion. My question is are these solutions willing to raise the money to make these solutions viable in the long term, not just a flash on the continuum of time. The attractiveness of these solutions is the out-of-pocket price but we all know free is not really free. I equate it more to a DIY approach to systems and some churches are attracted to that. The overarching business question is does a church believe that building and supporting information systems is one of its core competencies?  Most churches that have built systems build in some basic flexibility, but do not take the time to conduct Quality Assurance on the entire system because development is off to the next thing. Or the QA is conducted by the programmer him/herself and only tests for a subset of what the user really tries to enter into the system. As the applications then do not perform, the user is the one holding the bag. When you are a professionally run software company, you can specialize and have designers design, coders code and independent QA personnel test; I believe it makes for a better system.

In general, I believe the consolidation in this market will begin to accelerate. I also believe new vendors will always bring new solutions to market. However, at some point, the barrier to entry will force the smaller players to take a secondary role because the established vendors with robust solutions including digital content delivery, integrated data analyses, mobile everything and congregational self-service will be the table stakes. I have never believed that our customers should buy from Fellowship Technologies because we are good guys, I want our customers to buy from us because we provide the best software for the best value and help them achieve their mission. It's about helping the staff do their jobs better and helping congregations live more functional Christian lives.

(4) What is the one thing you'd like to say to any potential customer about this acquisition and the future of FellowshipOne?

I will paraphrase Austin Spooner's comment, "it's definitely worth watching over time!" We are authentically passionate about the Church. We believe the Church deserves the best systems out there and are committed to providing them. With the integration of Fellowship One to other Active solutions, coupled with the vision God has set out for us, we will be in the position to offer features and services that no one else in the industry is even thinking about. Can we pull it off? I'll let every person decide that on their own; however, we would definitely appreciate it if you look closely at where we are headed and the value we can provide.

So there you have it, right from the "horse's mouth" so to speak. Although HDC is not a FellowshipOne customer, we have always appreciated the professionalism of FellowshipOne and the energy, passion and innovation they bring to the church software market. Every church that uses church management software benefits from strong competition in the market, no matter what product you choose at the end of the day. Thanks to Jeff Hook for taking the time to speak with us today.

Joel

ChMS - FellowshipOne Acquired by ActiveNetwork

Today I learned that Active Network has acquired FellowshipOne. The first thing you should do is read the press release here.

They are saying all the right things, the kind of things that are always said at acquisitions, but I have very serious reservations about this. I'm trying to think of a single product that has gotten better through acquisition for the userbase.

The first thing that came to mind for me was this excellent article at 37 signals, What happens after Yahoo acquires you. While FellowshipOne is not being purchased by Yahoo, I don't think we should ignore this type of precedent. At the very least this acquisition inserts a giant amount of uncertainty into the ChMS market.

Joel

Smell the roses

This last week has been one of the most difficult weeks of our lives due to some family circumstances beyond our control. Today I decided to take the Subaru to work. I opened the sunroof, put on Jack Johnson, and enjoyed the drive. I must have looked silly with a giant grin on my face, but it was such a wonderful experience.

Particularly when we are in crisis it's all too easy to allow that to become all consuming, and yet these are the times when it is more important than ever to stop and smell the roses, or in my case, enjoy the drive...

Joel

Radical politeness

I came across this article today: 4 Star General, 5 Star Grace, and two things really stood out to me. The first was one of sadness: Not to minimize the actions of General Chiarelli, as they were stellar, but this article brings home the lack of civility in our society.

The second thing was that this, once again, the teachings of Jesus are no less relevant today than they were in the first century. Consider:

“When he noticed how the guests picked the places of honor at the table, he told them this parable: “When someone invites you to a wedding feast, do not take the place of honor, for a person more distinguished than you may have been invited. If so, the host who invited both of you will come and say to you, ‘Give this man your seat.’ Then, humiliated, you will have to take the least important place. But when you are invited, take the lowest place, so that when your host comes, he will say to you, ‘Friend, move up to a better place.’ Then you will be honored in the presence of all your fellow guests. For everyone who exalts himself will be humbled, and he who humbles himself will be exalted.”” (Luke 14:7–11 NIV)

The general could have easily been offended, made a comment that would have humiliated the woman who asked, and the social pages would have read something like "Can you BELIEVE she asked the general to get her a glass of wine???" and there would have been much humor at the requester's expense. But by being humble and gracious, General Chiarelli instead is the hero of this tale instead of the victim. Indeed, by humbling himself General Chiarelli has been exalted in the media and by those who witnessed the event, just as the parable teaches.

How often do we focus on what we deserve rather than how we can be humble and serve others? Perhaps we all need to re-read Luke 14 and remember that a little humility goes a long way. 

Joel