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Prescient Digital Media has published a case study on the adoption and success of Intranet social networking and other Web 2.0 technologies at Sabre, the company that runs most of the world’s airline flight reservation systems.
Sabre custom-built a solution that supports employees in discovering and sharing information between staff, leading to six-figure direct cost savings and improving the information flows throughout the organisation.
In fact the solution was so effective (with over 90% of staff now participating) that Sabre packaged their custom solution and are now selling it to other organisations.
Showing posts with label intranet. Show all posts
Showing posts with label intranet. Show all posts
Thursday, September 04, 2008
Case study - helping employees help each other via Intranet social networking | Tweet |
Wednesday, September 03, 2008
Building online employee communities | Tweet |
Trevor Cook has posted a great summary of the benefits of online employee communities, as discussed in a presentation by Alexei Fey, Senior Manager eBusiness, Savings & Loans Credit Union at the Enterprise 2.0 for Information Professionals conference in Sydney on 14 August.
Entitled Building online employee communities, the post covers many different ways of engaging online, from a CEO blog to Facebook.
Tuesday, September 02, 2008
Survey on Intranet use/adoption of Web 2.0 technologies | Tweet |
James Robertson of Step Two Designs has posted about a survey being conducted by Prescient Digital Media exploring intranet use and adoption plans for Web 2.0 technologies.
To participate and receive a copy of the aggregate results (plus a chance to win a US$400 prize) complete the short (10 minute) survey.
Monday, September 01, 2008
Online collaboration article from Step Two | Tweet |
Cairo Walker of Step Two Designs has written an excellent article on collaboration, looking at the use of digital tools and approaches to facilitating adoption within organisations.
Entitled Collaboration: leading by example, the article includes a case study on the World Wildlife Fund detailing how a not-for-profit organisation can productively implement collaboration tools that meet the needs of staff.
Thursday, August 28, 2008
The blind leading the sighted | Tweet |
I've just been reading the State of the eNation report on the Beijing Olympics website, where they invited disabled web users to test the accessibility features of the site.
While they found a number of the worst issues commonly reported by these users had been addressed, the remaining accessibility problems still made it very difficult to use some parts of the site.
In my past roles, and from what I've witnessed across other organisations, in many cases while companies might engage Vision Australia or a similar organisations for 'spot checks' of websites when they had the funds for it, companies have often relied on interpretations of the web accessibility standards by web professionals rather than referring to staff with first-hand experience.
My team is currently building an internal reference group to oversee the accessibility of our website and intranet, drawing on staff with vision, hearing and movement impairments.
I wonder how many other government agencies could - or already are - doing the same.
Monday, August 25, 2008
Asking staff for feedback on your intranet | Tweet |
I'm a big believer in asking customers what they want and regularly checking how satisfied they are with the services provided.
Where this relates to our Agency's intranet, our staff are my customers.
In some ways this is a great group to have as customers
- They work in a controlled environment (using the same software and systems)
- They have some similar needs and goals
- There are more opportunities to influence their behaviour than with external customers (via different communications channels, policies, processes and standards)
- They often know what they want and need!
- They understand the material better than my team
- There is less tolerance for failure (no product recalls, or money back guarantees possible)
- They often know what they want and need!
An intranet is not essential to the operations of most businesses or agencies. Organisations existed long before intranets were possible.
However information is essential to their operations. The more efficient an organisation's internal information flows, the more effectively they can operate and compete.
An intranet's value is in its ability to get the right information and services to the right people at the right time - in accurate, usable chunks. If an intranet doesn't provide the right information, or deliver it appropriately, it will be bypassed.
Collecting feedback is essential in identifying who need what information when, and tracking the changing needs of staff over time.
Staff already know what they need (most of the time) - as intranet managers our job is to get what they need to them.
My intranet goals
Since taking over the intranet team about a year ago, my goals have been to;
- Understand intranet use within the organisation
Benchmark and track how people used the intranet - content and frequency
Benchmark and track what people thought of our intranet (perceptions governing usage)
- Improve the intranet's effectiveness in supporting organisational objectives
Identify issues and improvements (continually)
Track the effectiveness of changes
- Increase engagement with the intranet
Encourage staff to move from passive readers to active users
Provide opportunities to innovate and contribute
Achieving these goals
To achieve these goals I've worked with my team, and others in the agency, to put some systems in place to capture information on the behaviours of intranet users and their usage of the system.
We've also put several different feedback mechanisms in place that improve our understanding of what our customers (staff) need - and allow us to improve on an ongoing basis.
They include,
- Effective intranet reporting systems, for ongoing site and search usage
We use Webtrends for traffic, supported by Mondosearch for search reporting - A six monthly user satisfaction survey (moving to annual) for big picture snapshots
Using ATOSurv - a great survey tool developed within the ATO - An external survey facility useful for rapid and brief spot surveys on specific topics
Using SurveyMonkey - which allows us to provide survey results easily to groups across the agency - A page feedback system for rating individual intranet pages and collecting useful comments regarding improvements
This is a custom-developed extension to our CMS. Only implemented a few weeks ago, it has already been used over 300 times to rate various pages in our intranet and leave feedback.
Why go to all this trouble?
Together these tools provide my team with the management information necessary to manage our agency's intranet system.
They provide a continuous picture of intranet activity and satisfaction, allowing us to both understand the overall trends and deal with spot issues with individual pages or topics.
The result of this is that we are better able to;
- give staff access to the information they need to do their jobs more effectively
- give teams across the organisation feedback on how staff uses the information they provide
- give management input on how rapidly staff are adopting and applying behaviours, policies and systems mandated by the organisation
- provide our customers with a better service experience
What do you think? (yes I'm listening!)
Friday, August 22, 2008
Website/intranet redesign or realignment - is there good reason for change? | Tweet |
My team's web designer forwarded me the article Good Designers Redesign, Great Designers Realign from A List Apart earlier this week.
It looks at the justification behind design decisions - whether to change the design, layout and information architecture of a website or product - dividing it into two camps.
Redesigners - who base their decision on emotional responses to aesthetics.
It’s been 2 years since our last redesign.
Our current stuff just looks old.
A redesign would bring new traffic to the site.
Realigners - who based their decision on strategic objectives and user needs.
Market trends have shifted. Should our website be adjusted accordingly?I don't believe the line is ever that clear cut, sometimes aesthetics are used to sell strategic changes and sometimes vice versa. I also do not agree that realigners are 'better' designers (for whatever value of 'better').
Our users’ needs have changed. Do we need to adapt?
We’ve added 3 new sections and a slew of new content to the site over the last 12 months. Are we presenting content as effectively as we can?
Our current website does little to convey the strength of our product offering.
Does our online presence enhance or devalue our overall brand perception?
However I do feel the article does touch on a key factor for management, of websites or any other system or people, perceptual versus objective truth.
Often as web managers we are the closest to our own sites, seeing blemishes that are less visible to others. On the other hand we may also accept and overlook fallacies and faults that others perceive as major flaws. It's a little like being in a relationship. We often simultaneously see more and less in our partner than others can from an external perspective.
Therefore when deciding whether to make design or IA changes it is crucial to step outside our own emotional engagement and seek the views of our audiences, our peers, management and neutral parties.
Otherwise we may - knowingly or unknowingly - be primarily driven by our own personal views or emotional responses, while publicly justifying changes based on organisational goals or audience need (or simply on the ultimate reason that 'it looks better').
I can think of times in the past where for personal or organisational reasons I've redesigned a website or intranet simply due to aesthetics. I can think of more times when there were reasons driven by audience needs or organisational realignment.
I can also remember times when I made aesthetic choices, but justified them as strategic decisions.
These are the decisions to be guarded against as they are, in my view, the most likely to lead to errors of judgment.
It's about being honest with yourself and understanding your own drivers.
Do you operate as more of a realigner or redesigner?
What would your peers say?
Thursday, August 21, 2008
Merging government intranets | Tweet |
With regular changes in departmental structures across State and Federal government, there's significantly greater need for public agencies to have the skills to manage the merger and demerger of intranets and websites than is faced in most sections of the private sector.
The NSW Department of Primary Industry has taken the step of sharing some details of its intranet experience during the merger of four government agencies.
With the kind permission of Kate Needham's team, I've linked to their presentation, which provides some insights into the challenges faced and the lessons they learnt through the process of developing a world-class intranet.
Monday, August 18, 2008
Changing an intranet from 'talk at' to 'talk with' | Tweet |
Traditional media tends to talk at consumers rather than talking with them.
This is often due to the one-way mediums used and is also a reflection of the self-centric world view people and organisations tend to develop.
Humans tend to carry over existing ideas, approaches and methods into new mediums, and then figure out how they have to change them. The early days of movies, with stage show-like productions is a classic example.
This tendency has also led to ten years of websites and intranets falling into the same pattern of talking at their audiences, with the new new thing only now being to talk with them.
Our audiences, also used to being talked at, sometimes find it a little confronting to suddenly be asked what they think, though the last ten years have changed this to some degree.
One of my challenges for my agency's intranet is to influence the approach of our content publishers and consumers from talk at to talk with.
It's a tiny change in words, but can be life-changing for an organisation or individual.
Our latest initiative in this area has been to add a page rating/feedback system, which allows any staff member, on most pages of our intranet, to tell us whether the contents met their needs fully, partially or not at all.
They can then leave feedback as to why the content didn't meet their needs, to allow the content owner to consider and reassess the page and make any necessary changes.
We allow staff to make comments as frequently as they like, and do not protect any pages from commentary (although certain pages are excluded as they are either transitory news stories or purely navigational pages).
The only restriction on staff is that they are identified when submitting a rating and/or feedback. This is to ensure the system is used responsibly and prevents any anonymous biasing of page content - either to the positive or negative.
Content authors can view the ratings and feedback for their pages, and centrally we can view all ratings and feedback, to help identify areas of improvement.
Since introducing the system in the second week of August, we've received an average of more than 30 ratings per day, with feedback on over 100 pages in the intranet. There's a good spread of 'yes', 'partially' and 'no' ratings, indicating that our staff are willing to tell content owners when they've provided exactly what was needed, as well as when they have not.
We're now working with content owners to help them take full advantage of the system in adjusting content, where required, to more fully support our staff and thereby help them in their jobs.
Centrally my team is using the system to identify areas where our intranet currently lacks content important to staff and support our other measures of staff satisfaction.
This type of feedback system isn't particularly new or leading edge in itself, but the impact it can have on the organisation is profound.
In the short-term we are forming a better understanding of staff needs and building towards more of a two-way interaction with them to support them in their roles.
Over the longer-term we're creating greater engagement and participation in the intranet as a staff support tool.
We're also supporting the success of content authors and owners. While we have a fantastic group of authors now, who are committed to ensuring our staff have what is needful, the page rating/feedback tool adds a layer of accountability to their actions. They can more rapidly identify how successful they have been and make their content even better targeted.
This type of interaction system is a lot of work to run and manage. It requires more effort to interact with others and continually improve than it does to write content, tick the box and move on - never to review it again.
However the rewards for the organisation are immense.
- Improved staff morale - as they are heard and supported
- Better customer service - as staff can access appropriate content and support
- Greater intranet engagement - allowing the system to become a strong staff support tool
- More effective organisational management - the system increases managerial understanding of staff needs
Saturday, August 16, 2008
How should intranet teams spend their time? | Tweet |
Catherine Grenfell of Step Two Designs has written an excellent article on how intranet teams should spend their time, divided between day-to-day maintenance, new projects and initiatives and relationship management with internal stakeholders.
She left out one small area - networking with peers for fresh ideas and approaches to common issues.
For this, the Intranet Peers in government group is well worth a look (it's operated by Step Two as well).
Thursday, August 14, 2008
Live call-in show discussing the strength of the relationship between internal communications commitment and intranet effectiveness | Tweet |
The online talkback radio program, The Hobson & Holtz Report, will be spending an hour discussing the topic of my blog post on the relationship between a strong commitment to internal communications and an effective intranet.
The program, presented by Shel Holz in California (US) and Neville Hobson in Berkshire (UK), discusses public relations and technology in a twice-weekly podcast.
The live call-in show discussing the topic of my post is set for Saturday, August 23, at 10 am US Pacific, 1 pm US Eastern, or 6 pm in the UK. - which makes it 3am in eastern Australia.
For those who do not want to get up at this time, it will be stored on their website for later listening, and I'll add a link from my blog.
Wednesday, August 13, 2008
Using social networks to add value within organisations | Tweet |
I worry sometimes that MySpace and Facebook, despite their phenomenal growth over the last few years, may be actually slowing down the adoption of social networks within organisations.
By presenting social networks as largely involving frivolous, time-wasting tools to promote bands, buy and sell people's photos or exchange virtual gifts, these networks position social networks as playthings for young people rather than serious business tools.
Senior managers are not interested in introducing services which appear to be designed to distract staff from their jobs and add no measurable value.
I believe that social networks, applied correctly, are a powerful stimulus for organisational efficiency, information management, collaboration and innovation.
A few organisations already provide social networks for their staff and have realised real business value, as discussed in a ComputerWorld article I discovered via Victoria's fantastic eGovernment Resource Centre.
The article, Social networking behind the firewall, discusses the benefits being realised by Deloitte Consulting, IBM and Best Buys through their internal social networks.
Deloitte's D Street has supported the organisation in,
- Attracting and retaining talent
- Developing virtual teams (geographical collaboration)
- Building expert networks and communities of practice
- Sharing information horizontally across the organisation
- Build stronger relationships between different teams and individual staff
- Extend internal dialogue and collaboration
- Foster innovative thinking
- Tap into marketing ideas across the organisation
- Refine organisational policies
- Shape strategic thinking
- Close the gap between frontline and corporate staff
Perhaps this is the message intranet managers need to communicate to help senior executives understand the business value of social networks, rather than focusing on the joys of Scrabulous.
Tuesday, August 12, 2008
Benchmarking government websites, intranets and egovernment services | Tweet |
I've found it quite difficult to benchmark my agency's online services against those of other agencies in Australia.
Besides AGIMO's annual report on Australians' use of and Satisfaction with e-Government services and some of their past case studies, there's limited information available across Australian agencies regarding different departments' online experiences.
Over in New Zealand they recently benchmarked local government sites (PDF) and also benchmark government use of ICT and accessibility every few years.
In Europe they benchmark the supply of online public services (PDF) and a document from 2004 provided a very keen insight into why and how to benchmark public services.
In the US there is a quarterly review of government sites for user satisfaction.
So if anyone from another government agency is interested in benchmarking their online services, drop me a line.
Monday, August 11, 2008
How strong is the link between strong internal comms and intranet maturity? | Tweet |
Without staff most organisations would cease to function.
Without communicating to staff what they need to know, organisations cannot function effectively.
That's one of the reasons why staff communications tools - including intranets - are very important.
However communicating with staff is generally not as exciting as making big budget television commercials, as this very amusing video from ABT illustrates.
I've often wondered about the strength of the relationship between an organisation's commitment to internal communications and its commitment to an effective intranet. I have worked in organisations with strong internal comms cultures, but with very poor intranets.
Has anyone seen any research on this?
Wednesday, August 06, 2008
The value of engaging staff with your intranet | Tweet |
No matter how well designed, structured and written, an intranet has little value if it isn't top of mind for your staff.
One of my primary goals in managing my agency's intranet is to ensure it remains well used - high on the list of resources used by staff when they require information or need to complete a task.
What's the value?
My top-of-mind values for the use of the intranet include,
- Strategic alignment
Supports the organisation in communicating and reinforcing its strategic goals, thereby helping staff act in support of the organisation's aims in a consistent manner
- Consistent levels of quality service delivery
The intranet, as a single current navigable source of processes, information and tools, can influence the consistency and quality of services delivered from diverse locations more effectively than managers, training or printed documentation.
- Organisational knowledge creation, retention and dissemination
As a well-structured and searchable repository, an intranet can both help capture and disseminate organisational knowledge, as well as facilitate expert networks and collaboration. Note this doesn't make an intranet an information management system in the traditional definition, but it does make the intranet a primary interface to this system. - Internal communication and collaboration improvements
An appropriately constructed internet facilitates communication and collaboration across both remote and nearby staff and management, reducing the tendency to silo and enhancing the quality of decision-making processes.
- Cost savings
Intranet delivery of information is cheaper than extensive travel or the maintenance of paper records for all but the smallest organisations. It is also more effective than email blasts at delivering large quantities of information in digestible and referable chunks.
To improve engagement with my agency's intranet, my team focuses on improving four areas:
- Usefulness
Ensuring that the intranet contains the tools and current information required by staff. Outdated or missing content quickly reduces staff engagement with any medium.
- Awareness
Raising the profile of the intranet and what it contains across the organisation. This means frequently communicating how our intranet can assist people in their roles and highlighting new features and developments.
- Convenience
Continually improving the usability and accessibility of our intranet, particularly around search and navigation, to make it easy and quick to use. The less thought and time staff need to commit when using our intranet, the more they will use it over alternatives.
- Inclusion
I have positioned the my team as an leadership group to support staff in succeeding in their goals via the intranet, rather than as an expert black box team that interposes itself between the broader organisation and the intranet.
This means that we share knowledge openly across our author network and encourage other staff to take ownership of their intranet sections, with my team acting in an advisory fashion to help improve the quality of what and how they communicate.
As the intranet team our goal is to support this rather than control it.
Friday, August 01, 2008
The survey for people who make websites | Tweet |
A List Apart is conducting a survey on the work situations of those working in the web space - from developers and web designers, through to content managers and online publishers.
Last year the survey (held for the first time) had 33,000 respondents, roughly 1,700 from Australia. This year is expected to be much bigger.
This survey is particularly interesting as the raw (anonymous) data is released - allowing anyone interested in a particular segment to analyse this data in the way they choose.
This allows for significant insights into particular segments of the market which can be used for web team management and recruiting purposes.
I'd recommend that anyone in the online space in the public sector consider both completing in the survey this year and reviewing the result from last year.
This year's survey is open at http://alistapart.com/
Last year's results are at: http://alistapart.com/
Sunday, July 27, 2008
Online government forms don't have to be boring | Tweet |
I'm one of those quirky people who finds forms intensely interesting.
I've had a great deal of past involvement with market reseach and online transaction sites which has emphasised to me how important effective and usable form design is in order to ensure that forms achieve the goals set.
In my current role I've guided my team into supporting a number of research projects and we're currently reviewing and redeveloping our website and intranet forms capacity - touching on every other area of the business.
So I was very interested to watch Jessica Ender's presentation at the Web Standards Group (WSG) in Canberra last week.
Jessica, who owns Formulate Information Design, a specialist form development consultancy in Canberra, gave a very professional and passionate talk focusing on the four layers of a form and the appropriate process to use when developing a form.
She brought it together with the four Cs of good form design, clear, concise, clever and contextual.
While much of this was not new to me, Jessica's talk placed it into a new context and I'll be revisiting our approach to the redevelopment of our forms based on her insights.
What type of methodology do you use for developing forms?
Are your online forms effective?
Wednesday, July 16, 2008
The relevance of search (and how to improve your rankings) | Tweet |
Search, search, search - it's been a popular topic for years but most people I talk to still only pay lip service to ensuring that their website is appropriately findable on the web, or that their own website and intranet's search tools work effectively.
With the large number of SEO (Search Engine Optimisation) companies around, it can be difficult to distinguish the good from the bad and personally I've avoided using any of them at all.
However I do spend a lot of time thinking about search. It is important for my agency that our customers can find us online. It's even more important that they can find relevant content when they reach our site.
So how important is it to rate well in search engines?
The graphic below (courtesy of RSS Ray), is derived from accidentally leaked AOL search statistics from Google searches in 2006 and provides an insight into the relevant importance of the top ten search terms in a results page.
The first search result in Google accounted for over 42 percent of clicks through to the AOL site, with the 2nd and 3rd results counting for another 20 percent.
After this the share drops rapidly. In total, 89.82 percent of clicks were from the first page of search results.
Source: What a top google search ranking means to your bottom line - the value of search engine optimisation
So clearly being at the top of search results is extremely important if you want to attract attention, and you do not want to be out of the top ten results.
For intranets it's also a productivity tool. If staff can find information faster it means they can complete their task faster. If your agency sees 60,000 searches per month and can save 5 seconds of scanning results for each search, that equates to a saving of 83 hours per month - or 1,000 hours per year. That adds up.
For which terms do you want to be findable?
It's fine to search for your organisation's name (and acronym) and find it is at the top of a search engine's results. That's quite common for government agencies because of how results are weighted. In fact if you are not the top result for your own name you do have a major issue to address.
Common search behaviour is task-based, not category or organisation based.
Most people don't think 'I need to get rental support' and then search for 'Centrelink'.
They look for 'rental support'.
Therefore your organisation needs to place well for all tasks and services for which your customers might search you.
Think of all the services your organisation provides and test them in Google, how well does your organisation rate?
Ways to boost rankings
Once you've established how well you rank the next step is how to improve rankings.
There are a number of simple ways to do this without involving specialist consultants or questionable tactics.
The first step is to ensure that the text on your pages contains the appropriate keywords high in the page, and in titles and subheadings as appropriate. If the page is about rental assistance, then make sure it is titled 'Rental assistance' and mentions this again in the first paragraph.
The second step is to ensure the page HTML code uses appropriate tags for headings and subheadings. Most search engines treat a <> as more important than text that is simply 18pt and bold, and so on down the chain.
Also ensure that appropriate ALT tags exist for images (except for decorations). These also assist search engines understand the subject of the page and its contents.
Next, make sure that links throughout your site are well-formed. Any linking to the rental assistance page should include 'rental assistance' in the link, not simply 'click here' or another meaningless phrase. This also ensures the links are WCAG compliant.
You should also check that appropriate meta data is in place - this is not that important for search engines these days, but is still within your control to influence.
Finally, make sure that you have put a Google sitemap in place. This helps Google know which pages are most and least important in your site and how often they should be 'spidered' or reviewed by the search engine.
It also helps to have other people link to your organisation's site - with appropriately named links - however this is less under your control and link swaps are generally only beneficial when swapping with an organisation with a high level of trust - such as another government department.
What about website and intranet searches?
Much the same philosophy applies to website and intranet search - people are likely to click on the top results, so it is in an organisation's interest to ensure that the link they want people to click to is at the top - it saves time and frustration and can have a direct (positive) impact on productivity.
You also have ways to influence the search order by tweaking the search engine - possibly by setting up 'best bets', 'feature pages', 'like terms' or by adjusting how the tool weights different aspects of the page (meta data, headings, content, links, etc).
These vary so widely between search tools that it's hard to provide a basic approach.
We use feature pages in our website search, for instance for calculator searches, where a featured result appears at the top.
In our intranet we also use spelling correction and synonyms to help people find the right pages, and recently introduced category-based searching. I'll blog more on that after our next intranet satisfaction survey.
Thursday, July 10, 2008
How do you judge if a government intranet is a success? | Tweet |
I regularly struggle with how to best evaluate the success of my agency's intranet.
In generaly there are six different sets of metrics I use, grouped into 'hard' and 'soft' as follows:
Hard (numerical)
- Statistics - traffic (visits/pageviews),
- Content (age/timeliness/findability),
Soft (subjective)
- Design - usability/accessibility/attraction (task completion, screen reading),
- Development - standards (code validation)
- User satisfaction (what do staff, contributors and managers tell us formally?),
- Word-of-mouth (what do staff, contributors and managers say informally?)
Overall I'm happy with our intranet's performance.
However I don't have a consolidated measure that combines these measures into a single number I can track over time as an Intranet Success Index.
How do you go about rating your intranet's success?
Thursday, July 03, 2008
How would you start out sourcing social networking tools? | Tweet |
I've been looking around at some of the interesting social networking tools that are coming onto the market, such as Webjam, for some that could be rapidly implemented within our firewall.
I apply some fairly rigorous criteria. Any system must:
- Meet W3C, Federal, Department and Agency web standards
- Support at least AA accessibility (and preferably AAA)
- Meet our ICT requirements for interoperability, stability, bandwidth use and technology platform
- Integrate with our identification system
- Be server lite
- Track usage by user
- Support both individual and team blogs
- Allow us to centrally control who can set up a blog
- Be template based
- Support WYSYWG editing
- Integrate with an image management tool
- Support comment moderation (on or off)
- Incorporate email as well as RSS/ATOM notifications
- Allow us to centrally control who can set up a wiki
- Be template based
- Support WYSYWG editing
- Integrate an image management tool
- Incorporate email as well as RSS/ATOM notifications
- Support multiple admin and moderation levels (discussion/forum/global)
- Allow us to centrally control who can set up a forum or discussion group
- Be template based
- Support WYSYWG editing
- Incorporate email as well as RSS/ATOM notifications
- Support both threaded and unthreaded discussions
There's some other criteria as well, but I don't have them immediately in front of me.
Fortunately I've found Jeremiah Owyang's post on a List of “White Label” or “Private Label” (Applications you can Rebrand) Social Networking Platforms
The good news - it lists around 80 'white-label' social networking products available in the market.
The bad news - it's now 12 months old. More than half of the products on the list are likely to have disappeared or changed names, and there's likely to be double that number of new players (again like Webjam).
So I'm now thinking about my best course in finding a product that is stable, reliable, and will be in the market for at least a few years - at a low price point with great functionality.
Any pointers?
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