Category: Internet

  • Rich Barton Travel Startup Funded

    Gregory T. Huang wrote:

    New Travelco, a stealthy Seattle startup co-founded by Rich Barton and Greg Slyngstad, has raised $9.8 million in equity financing, according to a regulatory filing. The investors were not disclosed, but Brad Silverberg of Ignition Partners and Joel Cutler of General Catalyst Partners are also listed on the form as directors of the company. Barton is the CEO of Zillow, founder of Expedia, and a venture partner with Benchmark Capital; Slyngstad is a former Expedia exec, co-founder of VacationSpot, and board director of Kayak and Roost. Sunil Shah, listed on the SEC form as an executive officer, is the former vice president of engineering at Expedia. Simon Breakwell and Bethany Douglas are also on the New Travelco team. More details have been reported at Tnooz and TechFlash.







  • Sylpheed 3.0.1

    Sylpheed 3.0.1

    Sylpheed is a simple, lightweight but full-featured, and easy-to-use e-mail client (mailer, MUA).

    Features:

    • Simple, beautiful, and well-polished user interface
    • Comfortable operationality which is built in detail
    • Immediately available with minimal configuration
    • Lightweight operation
    • High reliability
    • Internationalization and Multilingualization support
    • High-level Japanese processing
    • Various protocols support
    • Security features (GnuPG, POP3/IMAP4/NNTP over SSL/TLSv1)
    • Powerful filtering
    • Junk mail control
    • Flexible cooperation with external commands

    What’s New in version 3.0.1:

    • In this release libpng and libtiff, image libraries included in Windows version, were updated to libpng 1.2.43 and libtiff 3.9.2. This fixes many security issues. The users of Windows version are recommended to update as soon as possible.
    • Several typos in some dialogs were fixed.
    • The Japanese manual was updated.

    Homepage: http://sylpheed.good-day.net/
    Download: Sylpheed-3.0.1_setup.exe
    File Size: 6.08MB


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  • DigitalScirocco Rolls Out of Stealth, Creates New Marketplace for Web Content

    Digital Scirocco
    Gregory T. Huang wrote:

    Bruce D’Ambrosio wants to change the way content and services are distributed on the Web—and how people make money from them. His new startup, Seattle-based DigitalScirocco, is emerging from pseudo-stealth mode today at the semi-annual DEMO conference in Palm Desert, CA. The company’s service has been live for a couple of months, but has been kept pretty quiet.

    It’s a big vision, and here’s how it works. Right now, if you’re a publisher or website owner and you want to post outside content on your site—an article, photo, or song, say—you have to go to a source like Getty Images, or a media organization, and either buy the content manually, arrange to pay them through a business development process, or agree on some other deal. DigitalScirocco has set up an automated marketplace for connecting these website owners with content owners. Through an online auction process, websites can pay for the kinds of content they want—and discover the kinds of prices they want—while DigitalScirocco gets a piece of each sale.

    A dress designer, for example, might want to automatically post some relevant articles from Vogue on its site to make it stickier and help drive traffic. The idea is that DigitalScirocco would help the designer get a good price on fresh content, and also would help Vogue make more money from its articles—all by connecting Web publishers with content owners in a new way.

    “The issue right now is, those connections are broken, in part because everyone has lost their way in the illusions that [website] locations are content and monetization is about advertising,” says D’Ambrosio, the company’s founder and CEO.

    He stresses that DigitalScirocco is not directly interested in the advertising part of the equation. It’s not an ad network. Rather, the company is trying to help enhance websites so they can give consumers a better experience, while helping content producers—media organizations, entertainment sites, finance sites—make more money. From a consumer’s point of view, it’s an alternative to …Next Page »







  • The convergence of the internet and the smart grid

    The SMH has an article suggesting we might see the convergence of the telecom, ISP and utilities (power) industries over the coming decade (ie. network companies that deliver more than just bits) – Google could be your next ISP.

    Instead of relying on third parties to deliver its services, the search giant has spent billions over the past several years building data centres spanning millions of square feet all over the world.

    Its equipment is in place at more than 60 public exchanges and, Labovitz said, over the past year the company has deployed its Google Global Cache servers in more than half of all large consumer networks in North America and Europe.

    Google has effectively cut out the middleman and now more than half of its traffic is sent directly from its servers to the world’s consumer ISPs, Arbor revealed. Next, it could cut out the ISPs as well by offering internet plans itself.

    With a wealth of infrastructure already in place, Google recently announced it was taking the next step by building an experimental fibre-to-the-home network in parts of the US servicing initially between 50,000 and 500,000 homes.

    Google plans to connect these homes to the internet at blistering speeds of 1Gbps. By comparison, the upcoming National Broadband Network in Australia is predicted to offer about 100Mbps.

    “I think Google is gearing up to be potentially quite a formidable competitor to existing telcos and ISPs, given their moves into the infrastructure level,” Warren Chaisatien, research director and principal analyst at Australian firm Telsyte, said.

    Indeed, at the recent Mobile World Congress in Barcelona, Google chief executive officer Eric Schmidt was heckled by telco representatives in the audience who feared that Google was increasingly competing with them not only on the infrastructure level, but also by selling its mobile phone, the Nexus One, directly to consumers online, and by releasing apps such as Google Voice, which allows users to bypass the networks to make voice calls.

    Schmidt stressed the Google was purely experimenting in an effort to see what was required to bring networks up to 1Gbps, which could pave the way for more exciting applications and convince telcos to upgrade their networks.

    Analysts aren’t buying it. “I think what we are seeing today is that Google is conquering the world, starting from online content but now they are building infrastructure,” Chaisatien said.

    Chaisatien believes that, in the next five to 10 years, the ISP, telecoms and utilities industries will merge to form “smart grids”. He said this was “one of the key arenas that Google intends to play very strongly in”.


  • Avvo, New $10M in Hand, Tears a Page from Expedia, Amazon Playbooks

    Avvo
    Gregory T. Huang wrote:

    Anytime a consumer Internet startup raises $10 million, it’s big news, especially around Seattle these days. So you’d think Avvo would want to tell the world about what it’s doing with all that money, which it just raised in a Series C investment round from DAG Ventures, Benchmark Capital, and Ignition Partners.

    But founder and CEO Mark Britton is staying mum about how the $10 million will be used, other than to say it will “expand and enhance” the company’s products. I tried to get him to say what that means. Maybe Avvo will buy each of its two million unique monthly visitors a drink (joking)? Or pick up Cliff Lee’s 2010 pitching contract for the Mariners? No dice. OK, so Avvo, which runs a free legal services website with lawyer ratings, profiles, and a legal advice forum, is trying to maintain a low profile to keep its competitors in the dark.

    Is this one of the best funded, but most boring startups in Seattle? No way. Just when I’m about to give up on learning anything revealing about the company and just ask him for a good lawyer joke, Britton launches into a very interesting historical narrative about where Avvo really comes from; the challenges of making consumer ratings work; and his lessons learned from working at Bellevue, WA-based travel site Expedia and observing Seattle-based Amazon from across town.

    First, an update on how Avvo is doing, and why it chose to raise money now. Britton says the company is “approaching cash-flow positive quite quickly,” and that he and the company’s board discussed whether to use sales to fund its new initiatives (which shall remain a secret). “We think we have some really big ideas about how we can continue to expand on our success. One of our big initiatives has been sitting on the shelf for a year. We could not help but feel now is the time to pursue these initiatives. We could have financed them with excess cash flow, but as the Web proliferates, there is tremendous opportunity cost” in not expanding with a large new investment, he says. “We’ll meet in the next week, and we’ll put a stake in the ground for when we roll out these different elements.”

    Britton has some unique perspective on how the Web has affected the legal industry and consumer behavior. Before founding Avvo, he was senior vice president and general counsel with Expedia—he was there from the early days—and prior to that, he was an attorney with Preston Gates & Ellis (now K&L Gates) when he first moved to Seattle from Washington DC in 1997 (he’s from Montana). Back then, lawyers didn’t even e-mail documents to clients or to each other; today they use document sharing sites on the Web. Due diligence used to be done by calling people on the phone; now it’s done using search engines and Web documents. “While I think the legal profession still has long way to go, the Web has fundamentally changed how lawyers practice law,” Britton says.

    The genesis of Avvo came in early 2006. “I saw a very big need for the legal industry to take a significant step into Web 2.0,” he says. “Public records were being digitized, and with that comes lots of transparency. There is an increasing appetite for people to see advertising [online] backed up by objective information. Lawyers are about full disclosure, it’s part of the culture.”

    Britton hadn’t really practiced law since 2003, yet he found himself still helping friends and family with their legal issues—in particular, evaluating lawyers. So he had the idea to create an …Next Page »







  • Google Rumored To Shut Down Chinese Arm In April [Google]

    We’ve already explored some of the repercussions that could come if Google exits China, but that’s looking all the more likely now that an actual date has been pointed at by one of their Chinese employees. More »







  • Amazon Rents More Space from Vulcan

    Gregory T. Huang wrote:

    Seattle-based Amazon.com has leased 180,000 square feet of office space at Vulcan Real Estate’s 2201 Westlake building in the South Lake Union neighborhood, as first reported by the Seattle Times. That space is in addition to the 1.7 million square feet that Vulcan is constructing for Amazon’s new headquarters a few blocks north. Amazon employees are slated to begin moving into those offices next month, while 2201 Westlake will be occupied by Amazon by mid-year, the Times reported. The company’s current headquarters is on Beacon Hill.







  • Raiding Eternity [Memoryforever]

    “Lots of times the families will go down to Kinko’s,” the funeral director tells me. “They can do a memorial folder thing down there.” Do you help them get photos off Flickr, off Facebook? “We don’t really help with that.” More »







  • How the Gist Acquisition of Learn That Name Came About—Old-Fashioned Networking

    Gist
    Gregory T. Huang wrote:

    Between social media, company blogs, and TechCrunch, there is less room for traditional journalism these days. By the time you hear a company’s announcement and actually think about it, talk to the people involved, and have time to write something with any depth, it’s on to the next thing. But I want to take a minute to discuss a local deal from yesterday.

    Gist, a Seattle company backed by Paul Allen’s Vulcan Capital and Foundry Group in Colorado, has acquired Learn That Name, a locally-created mobile application that helps you associate names with photos in your LinkedIn contacts. It uses a fast-paced, quiz-style game to test your recognition of your contacts’ faces. The idea is to help people network more effectively face-to-face (how refreshing). Meanwhile, Gist makes online software to help business people keep up with news and information about their contacts, to make their professional networking more efficient. The company is led by CEO and founder T.A. McCann.

    Learn That Name was created by a team of 14 entrepreneurs at Startup Weekend in Seattle last August. (There’s another Startup Weekend happening in Seattle this weekend, hosted by Adobe.) Shortly thereafter, the team was selling its software in the iPhone app store and working to get it on other mobile devices. They all had day jobs, and although the acquisition price hasn’t been leaked, it’s safe to say each member of the team got a nice payout but won’t be retiring anytime soon.

    Eric Koester, an attorney at Cooley Godward Kronish who helped lead Learn That Name, related some thoughts about the deal via e-mail: “When we were picking the LTN tagline while at Startup Weekend (our tagline was ‘Know the People You Know’) someone said that we should pick another tag line because Gist’s tag line is ‘Know More About Who You Know.’ We ultimately decided not to change our name and then as luck would have it, six months later that company we were worried about asking us to change our tag line acquires us. I guess in hindsight it makes sense, but was the farthest thing from our minds.”

    It sounds like Gist saw some real value in integrating Learn That Name’s software into its own iPhone app. “I give T.A. [McCann] and Steve Newman [Gist’s chief technology officer] all the credit for making this happen,” Koester says. “They really went out on a limb to work with us. Initially the goal was just to try and build an app that used Gist contacts rather than LinkedIn contacts. As we started that process, they figured that we actually were a good fit for their broader purpose and realized it was better to maintain the technology in-house rather than have us try and do it. So they really deserve the credit for working with a small startup (if you can even call it that).”

    And, as with most deals in Seattle, there was some fortuitous face-to-face networking done over a cup of coffee. “As far as how this all transpired, it was actually totally by accident,” Koester says. “T.A. and I had coffee to talk about a panel presentation I wanted to run by him. So we met to talk about that. At the end of the conversation, T.A. asked me how sales were going or how our app was doing, then he said that we should really try and find a way to work together. From that suggestion, the idea was born to build a Gist version.”







  • Avvo Raises $10M from New Investor, Looks to Expand Online Legal Services

    Avvo
    Gregory T. Huang wrote:

    Seattle-based Avvo, the online legal directory, said today it has raised $10 million in Series C financing, led by new investor DAG Ventures of Palo Alto, CA. Existing investors Benchmark Capital and Ignition Partners also participated in the round.

    The money will be used to help Avvo expand and enhance its online products. The company runs a free website that gives ratings and profiles for about 90 percent of licensed attorneys in the U.S. The site also includes a question and answer forum where consumers can ask attorneys legal questions. Avvo says that the forum receives “tens of thousands” of questions and answers each month, and that some 50,000 lawyers actively participate on the site, including one-third of the lawyers in Washington state.

    Avvo started in 2006 and is led by founder and CEO Mark Britton, who was formerly senior vice president, general counsel, and secretary with Bellevue, WA-based Expedia, and an attorney and equity partner-elect with Preston Gates & Ellis (now K&L Gates). The startup has raised about $23 million in venture funding to date. Its revenue model is based on advertising from the legal industry.

    “Given the current funding environment, this deal speaks volumes to Avvo’s success and the value we bring both consumers and lawyers,” Britton said in a statement. “This funding round not only gives us the ability to continue that success, but to expand it.”







  • How to Reconnect at the the Right Time: Entrepreneur’s Personal Project Evolves into an E-mail Reminder Service

    followup-logo
    Erin Kutz wrote:

    When Chris Keller was working full-time at his startup, the online celebrity fantasy league site Fafarazzi.com, he had plenty of e-mails that needed following up on, as most entrepreneurs do.

    He’d set reminders for himself on his calendar, but found this mechanism wasn’t ideal, since it was tedious to modify every calendar entry to reflect communications with the contacts he had already heard back from.

    “I wished there was a way my calendar knew that he or she responded,” he says.

    So in July 2007 Keller built himself a Web-based software tool that bypassed his calendar entirely, instead sending e-mail reminders about people he needed to communicate with, and automatically deleting those reminders once they were knocked off the to-do list. Last spring, he started mentioning the tool to a few friends who have similar “e-mail woes,” and what started out as a personal project has since evolved into a part-time business endeavor with more than 1,000 users.

    Keller’s creation, FollowUp.cc, is built around a set of e-mail addresses that function as reminders. Users can add a FollowUp e-mail address in the CC or BCC line of an e-mail when they want to remind themselves to reconnect with the recipient at a later date.

    So far, the development of the tool has “all been organic,” says Keller, who also works full-time at the Cambridge, MA-based Web marketing startup, HubSpot, as a “labs product owner,” working on experimental projects to help launch client companies’ websites. “I’m never thinking it’s done or polished enough. As we’ve learned in startups, you just need to get it out there and deal with it.”

    Keller had a few brief months to focus on FollowUp between the time he left Fafarazzi in July 2009 and his hiring at HubSpot in late September 2009, but the system is now back to side-project status. He investigated potential business models (more on that in a minute) for FollowUp, but intends to remain full-time at his HubSpot job.

    FollowUp frames reminders using four different time references. Users can remind themselves to follow up at a specific length of time into the future, such as three hours from now. In other words, to send a note that will automatically show up in your e-mail inbox two days from now, you’d send a copy to [email protected]. Users can also select an upcoming day of the week and a time on that day—same thing with a date in the future ([email protected], for example). Lastly, for the more immediate tasks, users can set a reminder for a certain time in the next 24 hours (i.e. [email protected]).

    FollowUpReminderSince its inception, Keller has adapted FollowUp to …Next Page »







  • What Happens (Online) When We Die: Twitter [Memory]

    One day, you’re going to die. And when you do, your online presence—like your social network profiles, your blog comments, and your web services—will serve as your very first memorial. Here’s how it’ll play out. More »







  • Remainders – The Things We Didn’t Post: What’s Next Edition [Remainders]

    In today’s Remainders: the next step. For John Grisham, it’s ebooks. For the television-viewing public, it’s viewing television while surfing the web. For Google, it’s controlling the internet. And for NVIDIA, it’s releasing GeForce drivers that don’t melt your rig. More »







  • eyeOS 2.0 Beta Release

    eyeOSJá está disponível o eyeOS 2.0 beta release, um sistema operativo web based que pode ser descarregado e instalado gratuitamente num servidor.

    O eyeOS 2.0 Beta vem com um desktop base, sistema de ficheiros por utilizador e 5 aplicações básicas. Algumas das aplicações ainda não estão estáveis, como é o exemplo das Folhas de Calculo e do Calendário.

    A principal novidade nesta versão é a possibilidade de partilhar e colaborar com os restantes utilizadores dentro do EyeOS. Poderá convidar pessoas para o ajudarem num determinado documento, criar grupos e ainda é possível criar eventos dentro do EyeOS.

    Pode ler o anúncio oficial no blog do eyeOS aqui.

    WebTugaeyeOS 2.0 Beta Release

  • Google Exiting China Sucks Just As Much As Censorship Does [Google]

    It’s too easy to pat Google on the back for taking such a firm stance against China. The two behemoths’ fingers are twitching by their sides, ready to whip their pistols out. But what of the repercussions on the spectators? More »







  • Second Porch Raises $1M

    Gregory T. Huang wrote:

    Portland, OR-based Second Porch, an Internet startup that lets people rent and trade vacation homes through social networks, announced today it has closed $1 million in Series A financing, led by the Oregon Angel Fund. The company has a Facebook application that lets consumers discover their friends’ vacation rental homes and helps homeowners find trusted renters. Second Porch was founded in 2009 and is led by CEO Brent Hieggelke.







  • Cozi, Climbing Ranks of Consumer Software, Looks to Deliver on Family-Focused Vision in Mobile Market

    Cozi
    Gregory T. Huang wrote:

    As Don Corleone said in The Godfather, “A man who doesn’t spend time with his family can never be a real man.” If that’s true, then a Seattle company called Cozi should help quite a few people become real men.

    Cozi is a tech startup focused on family-related software for the home. That includes things like online calendars, shopping lists, to-do lists, message boards, and family journals for sharing family memories and photos. These are the kinds of things, the company reasons, that busy families want to have to keep the trains running on time, and which most still do with paper and pen, or a physical bulletin board. Cozi puts it all online.

    But there’s something deeper here. Cozi’s mission statement is to help family members improve their relationships with each other, through its software. I’m paraphrasing, but this is essentially the company’s 10-year “audacious goal.” It’s posted on the wall of Cozi’s meeting room at its headquarters in the Smith Tower near Pioneer Square. The place feels like a comfortable living room, as CEO and co-founder Robbie Cape pointed out when he showed me around. I came away with a strong sense that Cozi is a family, not just a company. And that if Cape were in a Godfather movie, you’d call him Don Cozi. (I’m kind of hoping that sticks.)

    In any case, a sweeping mission to help families is all good—and atypical of tech startups, where 80-hour weeks and product focus are the norm. But it’s one thing to have a noble mission, and another to deliver on it. That’s why Cozi is interesting right now: for the first time, it can see a viable path to achieving its mission. “We are only now starting to see signs that the vision we had when we started the company can become a reality,” Cape says.

    Cozi seems to have surged ahead of most startups in family organization software, including Fircle, Famundo, and Nesting.com. Seattle-based Trumba started as an online calendar service for families, but has switched to focusing on businesses and other organizations. Meanwhile, most big companies like Microsoft and Google don’t focus on family software because to them, the market is too small.

    Being privately held, Cozi doesn’t disclose its financial performance and growth rates. But here are some hints of success. Cozi’s software now comes pre-loaded on all Dell machines. It has …Next Page »







  • Amazon, Bing Team Up with Twitter

    Gregory T. Huang wrote:

    Twitter, the San Francisco-based micro-messaging company, announced it has developed a new set of frameworks to let consumers tweet, and follow others’ tweets, from within other websites outside of Twitter.com. Initial launch partners for the service, called “@anywhere,” include Seattle-area sites Amazon.com, Microsoft’s Bing, and MSNBC.com. Financial details of the partnerships weren’t given. Other big partners include The New York Times, The Huffington Post, eBay, Yahoo, and YouTube.







  • Ventana Capital’s Tom Gephart Seeks $5 Billion (With a “B”) from Feds to Support VCs

    Tom Gephart of Ventana Capital
    Bruce V. Bigelow wrote:

    You could say Tom Gephart is “old school” venture capital, which means he started investing in the 1970s when there were no rules. So maybe it shouldn’t seem too surprising when he says he’s working on a proposal to secure $5 billion in federal economic stimulus funding that would be invested in startup companies throughout the U.S. by a network of existing VC firms.

    Would you agree that sounds like an idea from someone who is unencumbered by rules?

    “Ask him, ‘How big of a bong is he smoking?’” one San Diego venture investor exclaimed, when I called to get his reaction to Gephart’s idea. (My source later asked me not to identify him, saying he feared alienating himself from San Diego’s clubby VC community.)

    But Gephart is hardly alone in his thinking. A few weeks ago VentureWire carried the headline “A Year After The Stimulus, Cleantech VCs Still Crave Funding” above a story from San Francisco that underscored the lack of funding of any kind for startups developing green and renewable energy technologies.

    Gephart assures me he is serious, and other local VCs are reacting positively to his ideas. Connect CEO Duane Roth tells me that Gephart’s idea is similar to funding he suggests in his own proposal for a distributed partnering model for innovation, which he outlined recently in a post written for the Xconomist Forum.

    “Tom’s approach [is] to have the federal government fund VCs,” Roth wrote in an e-mail in response to my query. “I proposed that the private sector fund early stage (pre VC) and that the federal government would match at the same terms and conditions as the private sector.”

    Gephart has been a successful VC in the past, according to Roth. After making individual investments during the 1970s in the Los Angeles area, he established Ventana Capital in Orange County. Gephart tells me he tapped institutional investors that were primarily in Sweden, Norway, and other Scandinavian countries to raise capital for five Ventana funds over the ensuing 25 years. Ventana invested in many San Diego high-tech startups, including Cymer, Proxima, and Brooktree, as well as biotechs like Idun Pharmaceuticals, Corvas International, and Roth’s unsuccessful blood-substitute company, Alliance Pharmaceutical.

    Ventana set out in 2007 to raise a sixth fund of $200 million, but Gephart says they never closed on that effort. While Ventana’s partners are still managing …Next Page »







  • Target And Target.com Are Not The Same Company, So Just Deal With It

    Reader Patricia is angry and somewhat baffled by Target’s insistence that Target and Target.com are not the same company and its not a Target store’s problem if the website is messed up and tells you to drive 25 miles to buy something that isn’t in stock.

    Here’s a portion of the letter Patricia wrote to Target’s executives:

    My son’s birthday was Saturday, March 13th. One of the things that he wanted was a Nerf Longstrike Rifle. We went to Wal-Mart to see if they had it, and they didn’t, so we searched Target.com, and found that when you searched for “Longstrike” the rifle came up. We chose to see if it was available in the store, and found that it was, so I called to make sure. Sure enough, the item number 087-11-0002, was available, it was the Nerf rifle. So I drove 25 miles to the Target in our area with my son to purchase it.

    When I got to the store, we couldn’t find the gun so I went to customer service to see if it was simply misplaced or if it was out of stock. The girl at the customer service desk was very pleasant, and showed us how to look up the item and get her the item number. She then called back to the toy department and they brought up the gun. Unfortunately, it was the wrong one. Eric, the toy department manager [redacted] store told me that the item number I had was for the wrong gun, and also said that Target Stores and Target.com have nothing to do with each other, even though they share the name. I told him that we had looked the item up online, had checked availability, and Eric told us that checking if it is available in store doesn’t matter, because Target.com and Target are two different entities and that they don’t talk to each other, it’s just the way it is and that there is nothing Target is going to do about it if their customers are unhappy. If I had a complaint, address it to the customer service number.

    So I called the customer service 1-800 number (1-800-440-0680) which was given to me by theTarget store. The first and second times I called, I got through the IVR and was hung up on. The third time I called, Kathy answered the line. I explained the whole thing to Kathy, and was told that it was too bad that I had the experience I had, but that Target and Target.com were two separate entities and that they really couldn’t help me.

    I asked if Target and Target.com were owned by the same company, and she said yes. I asked if both were connected, and she said yes, and when I asked if that didn’t make them the same company in the eyes of the public, she said no, they were two separate companies. Again, I explained that in the eyes of the public they were one and the same, but she said it didn’t matter; they were two different companies and that whatever Target.com had, EVEN if it said it was available in store, to not believe it unless you called the store. I explained that I had called the store, and that the item number was available according to the store. She then said that since Target.com had the item number on two separate items, to call them and order it.

    I explained I didn’t want to since I couldn’t tell which item would be shipped, and she said that this was her point, Target.com had it wrong, not the store, and so it was their fault. I asked if there were an executive customer service team, and she said no. I asked if Target had a CEO that was in charge of both areas, and she said yes, but that the call center took the calls for the CEO because the CEO was to busy to deal with this trivia. I then asked for her supervisor, and after several minutes wait Kelly came on the phone.

    Kelly (female) told me the same thing, that Target and Target.com are two separate entities (which, by the way, I was getting tired of hearing) and that Target.com had a disclaimer stating that items may not be available in store. I explained that I had checked with the store, and was told it was available, and she agreed that it should be, but since the website had screwed up the item number, all they had was the other rifle. She also explained that Target.com was run by Amazon.com, and that they were going to be changing this because of “customer feedback”.

    I explained that I wanted to know what Target was going to do for a longtime customer who had been misled, and she explained again that there was a disclaimer on the website stating that Target was not responsible for information on Target.com, and that it was unfortunate, but there was nothing she could or would do, but please do check the website for weekly online ads. I told Kelly, as I am telling you: I will no longer be a Target customer, since the service is poor, and since the website and the store are two separate things. I will be blogging this online on Facebook, Twitter, and any other website I can find that takes complaints, and I will make sure that people know that Target does not care about its customers. This is unacceptable. Target and Target.com are, to the eyes of the public, the same company, I followed all instructions and drove 50 miles round trip for nothing, and I felt that Target should make sure that the information that they gave BOTH on the website and over the phone were correct.

    So, since the customer service line answers all of your phone calls, I wanted to make sure you were aware of the type of service YOUR answering service gives. In this day and age, with the economy being poor and most people being mindful of their money, it is important to know which companies stand behind both their stores and their websites. Since Target does not stand behind it’s website AND the store states that, Target is no longer a store that I will do business with, and I have blogged this story as I promised Kelly I would, so that other potential Target Customers will know in advance not to shop there.

    Judging by the percentage of Target complaints we read that are about this issue, maybe Target really should rethink their website. Or at least not dismiss people who are mislead by it.

    What do you think?