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Kaufer: It s not just for traveling, but for a lot of things that people are collecting user reviews on now. You may go to Cincinnati for a business or leisure trip. If you have a bad experience with a Super 8 motel, before a site like TripAdvisor, basically there was nothing you could do about it. You could file a complaint at the Better Business Bureau, but how many times have you, when making a reservation at a place you ve never stayed at, called up the local Better Business Bureau to find out how many complaints were lodged None. So here you go to TripAdvisor and you look up the place, and you see that seven out of the last eight reviews all gave it a 1 out of 5 rating and talked about smelly carpets and rude staff. You re just not going to stay there unless it s the only place in town. That s the impact that five or six people had. Total strangers. But the hotel owner that wants to run this crappy place, preying off of the brand that they re under, and maybe their location as being near to something, that person has to kind of shape up, maybe take something out of their profits and put it back into

providing a good service for the customers, because word is spreading. And TripAdvisor is the conduit in the travel space for spreading that word.

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Livingston: Looking back on your experience with TripAdvisor, what was most surprising about it Kaufer: Certainly the most surprising to me was how much people voluntarily share their experiences. I had never written a review before starting TripAdvisor. I had never posted my comments on Amazon or anywhere else. But we re able to collect millions of opinions each year. It is 2006, and we re up to over five million now. So you have a lot of people out there that, for absolutely no reward whatsoever we don t pay them for opinions, we never have will take the time to write a review or answer someone else s question. Maybe it s because we re the size we are and that people have gotten a lot of content, so now they re interested in sort of giving back to the site that helped them make a decision. But the fact that we re able to collect so much on an ongoing basis isn t something I would have predicted. Livingston: Is there any advice that you would give to someone who is thinking

Most forms that maintain a set of data will have common functions: add data, edit data, delete data, find data, report data. And an exit button. If you create a template or model for your forms and follow the model consistently, your application will be much easier for your user to learn and use. The button for a certain function will be in the same place on every form. For example, in E-Z-MRP, I decided to put a menu bar along the bottom of the form. So the menu bar along the bottom of the form for the maintenance of parts, as shown in Figure 3-3, is quite similar to the menu bar for entering the manufacturer s cross-reference data, as you can see in Figure 3-4.

founding teams don t stay together for very long That happens If the founding team splits in the first 6 months, that can be pretty devastating to the birth of a company So getting to know someone before actually joining forces, spending some more time thinking through what the roles and responsibilities will be between the founding team members You hear breakup stories of, Well, I was going to do this No, I wanted to do that Oh, you re taking too much control over this Unfortunately, odds are high that ll happen anyway But if you can iron all that out before you actually start the company, or pick different founders, it ll improve your chances of success Tip number two: you can t get too attached to your vision in a startup, because things may change It s not a sign of failure to change your vision.

The normal and light directions are interpolated between the three vertices over all pixels of the triangle. As explained earlier, this can give errors because the lengths of the interpolated vectors can be smaller than they should be. You can solve this by making sure their lengths equal exactly 1 by normalizing them. Once both directions have been normalized, you take their dot product to find the lighting factor: PPSPixelToFrame PPSPixelShader(PPSVertexToPixel PSIn) : COLOR0 { PPSPixelToFrame Output = (PPSPixelToFrame)0; float4 baseColor = float4(0,0,1,1); float3 normal = normalize(PSIn.Normal); float3 lightDirection = normalize(PSIn.LightDirection); float lightFactor = dot(normal, -lightDirection); Output.Color = baseColor*(lightFactor+xAmbient); return Output; }

I remember in a previous company, we wanted to be this, but we were offered a consulting contract to do this, that, and the other thing, and, yeah, that wasn t in the plan, but we ll take that, because that s going to add $50,000 to our startup capital, and it ll only take x amount of time Yeah, be wary of distractions, but if you re lightning-focused on just one thing and aren t willing to consider others, you probably don t have the flexibility to make it when things don t go according to plan That s the one truism: things won t go according to plan At the earlier stages of the company, when you re actually out trying to get some customers, do whatever the hell the customer wants If they re going to pay you, the customer is right.

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