Google support falls short when it comes to Blogger domains


Google blogger custom domains renew support
Earlier this year I published a short “how-to” blog post titled How to renew a Blogger custom domain through Google Apps. I’m mentioning it here, not only because it’s a useful resource for anyone who purchased a custom domain through Google’s Blogger service in recent years, but also because it points to a problem with Google support.

Google has a myriad of wonderful products, ranging from basic search to advanced tools such as Google Earth. I use many of them every day, and even wrote a book about Google Drive. But the fact that I even had to write such a title indicates that Google’s interface design and online support resources don’t work well for everyone.

For instance, Google Blogger has thousands of support articles and forum posts scattered all over the net, as well as related resources from Google Apps and other tools that interface with Blogger. But when it came time for me to renew a Blogger domain that I had purchased through Google in 2012, these help resources were useless. I simply couldn’t find what I was looking for to help me access the control panel for my domain.

As described in my blog post, I eventually found a contact form and asked how I could proceed with the renewal. To my surprise (Google has a reputation for limiting contact with actual Google employees) someone responded within 12 hours, with an answer for my problem. It worked! I posted the solution on my blog, so other people in the same predicament could help themselves.

Some people might say that the fact I got a response from a real Google employee so quickly is a sign that Google support is actually quite strong. But I suspect the only reason I got any support was because I was A) using a paid feature (custom domain purchase) and B) it was tied to Google Apps, a premium service aimed at small businesses. The New York Times summed up Google’s attitude toward human support in this 2012 article:

Google, which at 14 years old is a relative ancient in Silicon Valley, is one of the few companies that publishes phone numbers on its Web site. Its phone system sends callers back to the Web no less than 11 times. Its lengthy messages contain basic Internet education in a tone that might be used with an aging relative, explaining, slowly and gently, “There’s nothing Google can do to remove information from Web sites.”

Releasing the second edition of my Dropbox guide


A few months ago, the second edition of Dropbox In 30 Minutes was published. It’s one of our most popular guides in the In 30 Minutes series. In fact, some people mistakenly confuse it with Dropbox For Dummies. This post will get into the thinking behind the second edition of the guide, from content to production to marketing.

Dropbox For Dummies

Dropbox In 30 Minutes was the first guide published in the In 30 Minutes series. Released in the summer of 2012, it quickly began to sell in channels such as Amazon and Apple’s iTunes store. The paperback edition, released in the fall of 2012, also was a hit. The first edition was downloaded or purchased as a paperback thousands of times over an 18 month period. It currently is listed as one of the top Software Utility guides on

Not long after making the title available, I recognized a problem: Certain information tended to quickly become outdated. While the core concept of Dropbox — software that helps you sync files between computers and mobile devices — has remained the same, specific aspects of the software have shifted. For instance, the Dropbox logo has had several noticeable tweaks in the past few years. Of a more practical concern for readers, the interface for mobile devices — iPhones, iPads, Android phones, etc. — has been completely overhauled. The desktop program for Windows PCs and Macs has also changed, albeit in a more restrained manner (for instance, right-clicking on a file brings up different options for sharing or manipulating the file in question).

For a while, I made incremental tweaks to the text of the guide and simply updated the content files for the ebook and paperback editions. But then I became aware of two additional issues that needed to be addressed:

  • The “publish date” for the guide, which was listed on the product pages on Amazon, Barnes & Noble, Apple and Bowker’s ISBN database began to look old. For fiction books, “2012” is considered “new”, but in the world of how-to manuals for popular software programs, a two-year-old title starts to look a little long in the tooth.
  • Older versions of the paperback guide were being resold on Amazon. I don’t blame readers for doing this, but the problem is a reader in early 2014 purchasing a used edition from July 2012 would be getting a fair amount of outdated information. This resulted in understandable frustration.

Because of this, I decided to issue a Dropbox In 30 Minutes, Second Edition. I hired a review editor to go through the original guide and flag bits which needed to be rewritten and have new screenshots. I also redid the annotated screenshots of the Dropbox mobile application, and added new sections relating to Camera Uploads, security, Dropbox for Business, and more. I’ll continue to do small tweaks as conditions warrant, but I already have my eye on Dropbox In 30 Minutes, 3rd Edition!

If you are interested in downloading or purchasing a copy of the guide, please see the options on this page.

Harvard’s Black Mass debacle and the damage to the Extension School


Harvard Black Mass
Once again, a Harvard Extension School club has caused great offense on campus. In 2011, it was the Harvard Extension Service and Leadership Society inviting a panel of anti-gay Christian conservatives to campus. Yesterday, it was the Harvard Extension School Cultural Studies Club inviting a New York Satanic society to campus to hold a “Black Mass”, a deeply offensive ritual meant to mock core Catholic beliefs. The event, originally scheduled to be held in the basement of Memorial Hall, was moved to the Hong Kong restaurant after outrage exploded across campus and the national media.

There should be little surprise that the event drew such outrage. Boston is still a heavily Catholic town, and the event’s Harvard association magnified the interest and controversy. But I was saddened to see the frustration directed at Extension School students who had nothing to do with the event. I was also disappointed in the poor response by the Extension School and the non-response by Extension School student leaders, namely the officers of the Harvard Extension Student Association (HESA).

The comments on The Crimson website illustrate how the reputation of the Harvard Extension School and its students became collateral damage, with some people going so far as to call into question the necessity of the Extension School:

Harvard ’14 Lowell House:

I hate this school. Especially demoralizing that this is coming from the extension school.

Increase Mather:

Most annoying about this is the fact that people reading/hearing about this stupidity in the media will not focus on that word “extension,” which basically means this is an organization of random people who paid Harvard a couple hundred dollars to take a dumbed-down evening course. They are not “Harvard students,” and in most instances they are not even taught by “Harvard faculty.” They are outside posers who use Harvard’s classrooms in the evening — period. Then they go around either lying by omission — “When I was at Harvard” — or outright — “I graduated from Harvard,” ultimately damaging the brand for all the rest of us simply by being who they are and claiming to be who we are.

We have enough problems with controversy generated by legitimate Harvard students and faculty. Why is it that this sort of thing always seems to come from extension school students or visiting “executive education” pole dancers in the business school or some other abomination abusing Harvard’s good name?


Why are the Extension School and its students included in “Harvard?” When last I looked, the Extension School provided a way for a limited number of local people to pay and physically attend courses by Harvard faculty and earn, conceivably some day, in the case of a very few of them, a peculiar degree–not a BA. This must have been an exercise in 19th century-style Community Relations. Care has always been taken to keep these locals rigorously segregated from “real Harvard students.”

It seems to me that EdX renders this instrumentality, with all the questions it raises as to selectivity of admissions and the rights and discipline of Extension students, finally obsolete. Our faculty doesn’t need the very modest supplemental income.

Assuming academic integrity, quality and degree content could be assured, which they could right now, I feel great assurance that even so, and despite accelerating advances in medical science, no one capable of reading this will live long enough to see the day when degrees are awarded to EdX students (who, in contradistinction to Extension, are NOT “Harvard students”). The reasons for this are entirely financial.

But, OK. Why go on offering some weird degree? Lop off the decorative old branch and let EdX grow, even though it won’t be green.

This is not the first time that the Harvard Extension School’s reputation has been tarnished by the actions of individual students. Negativity has been brought to the fore when fake Harvard College students with Extension School backgrounds are outed or Extension Student alumni publish C.V.s that avoid mentioning their Extension School affiliation.

The Official Response From The Harvard Extension School

The Extension School’s response to the Black Mass was to portray this as a student free speech issue, and attempt to equate the Black Mass with other club events, such as a Shinto tea ceremony. Meanwhile, the elected leaders of HESA — including the director of club affairs — were nowhere to be seen. This would have been an opportunity to reject the Black Mass as totally offensive and unwelcome, and point out that the actions of a few naive and misguided students do not reflect the attitudes of the rest of the student body.

This brings me back to the 2011 event, held by the Harvard Extension Service and Leadership Society. Then, as now, Harvard officials portrayed this as a free speech issue and refused to shut it down. Then, as now, the organizers of the event was a club. The people behind the Leadership Society did everything they could to keep their names off the public record. identified Natalie Bisasor as the leader of the club, while another source pointed to her husband (and former HESA president) Andre as a co-organizer. For the Black Mass event, the cultural club went through the trouble of creating an online flier (since removed from weebly) but I couldn’t find any record of the names of the club officers. Just like the Harvard Extension Service and Leadership Society, the organizers of the Black Mass were defended by Harvard on the grounds of free speech rights, but nowhere did they actually have to clearly identify themselves or stand behind their pronouncements.

My advice to Harvard, the Harvard Extension School and HESA: If clubs from any part of Harvard can use “free speech” as a reason to organize any event on campus, then the club organizers have to publicly take responsibility for the event and any fallout or damage that transpires. If club leaders insist on anonymity, then they shouldn’t be granted official club status — and the events should take place off campus.

Publishing the first In 30 Minutes programming guide


Over the past year, I have done several content experiments or expansions in the In 30 Minutes series, ranging from cooking to health and medicine. In this post, I’ll be talking about the jQuery Plugin book that my company released this month. While software has been a focus of the series since the beginning, this is the first title that gets into making software as opposed to using it. The story begins last summer. I am a long-term member of the Hacker News community, and on a thread about ebook publishing I left this comment about best practices for experimental publishing. It got 16 upvotes, which was a nice validation — I am not a hacker, but I like to be able to positively contribute to Hacker News when I can. But the thread moved out of sight, and after a few days I forgot about my comment. Six months later, I received an email out of the blue. It started:

I’ve been checking out your “30 Minutes” series and was originally inspired to write my own ebook after reading your post on HN a few months ago. I have since wrote a small 48 page guide on “jQuery Plugin Development”.  I haven’t launched it yet, just waiting for some feedback after sending it to a few friends first.

The author was Robert Duchnik, a Canadian developer who was living in Thailand. We began corresponding, and tossed around the idea of releasing a programming title as an In 30 Minutes guide. This was an interesting area to expand into. Most In 30 Minutes titles are written for mainstream audiences. They range from Melanie Pinola’s book about LinkedIn to the experimental easy Chinese recipes cookbook on the iPad authored by Shiao-jang Kung. The jQuery Plugin guide was focused on a much narrower, highly technical niche audience. Marketing to this group would be a challenge.

Moving Forward With jQuery Plugin Development In 30 Minutes

Rob’s book had some big things going for it:

  1. He’s a jQuery Plugin expert, with many years of experience in the field and the operator of Websanova, an online resource devoted to jQuery Plugins.
  2. Rob has an existing audience, via Websanova. From previous releases by Melanie and Tim Fisher (author of Windows 8 Basics In 30 Minutes), I have found that those authors who already have existing online audiences have a huge advantage right out of the gate. Not only can they turn to their fans to purchase copies and help spread the word, but by virtue of the fact that they have already interacted with the audience over time they have an innate knowledge of the problems that readers face, and what people want to know. This makes for better books and a better author/reader relationship going forward.
  3. There was already a draft manuscript. It needed some light editing and a proofreader, but otherwise it was in pretty good shape.
  4. The manuscript was short. This is an asset, as we want readers to be able to understand the topic at hand in less than 30 minutes.
  5. The market for books about jQuery plugin development had a hole. Through discussions with Rob and a quick analysis of competing titles, I determined that there is a need for this type of resource (high-quality, quick-start programming guide) on this topic, especially if it were priced right.

jQuery plugin bookThis last point is important. I am not talking about low-balling the competition. There are already lots of free online resources about how to write jQuery plugins. There are also a small number of books about jQuery plugins, but most of them are long and somewhat expensive. There was not much in the middle, in terms of length or price. This is where jQuery Plugin Development In 30 Minutes would live. Rob and I came to an agreement in January, and we moved forward with preparing the manuscript for publication. There were some new writing tools to try out, and some difficulties related to producing code blocks in Scrivener (my primary book production tool) but we established a workflow based on markdown and Github and published the title at the beginning of April. You can read the table of contents for the jQuery plugin book here. The title is available for the Kindle, iPad, Nook, and Google Play, as well as a paperback and a PDF.

Innovation is more than an academic pursuit


In early January, I wrote the following email to WGBH, a well-known public broadcaster here in the Boston area. The station produces some excellent programming, but I have been mildly disappointed in a new program that is close to my heart. Here’s the text of the email:

I would like to make a comment about the radio program Innovation Hub.

I had high expectations for this program when it launched, as there is so much innovation taking place in WGBH’s neighborhood, from the labs at local universities to the small and medium-sized startup companies concentrated in the region. There are also many established organizations trying innovative approaches to their products, services, and ways of doing business. In other words, there is no dearth of guests who can come in to talk about what they are working on or where new opportunities lie, in fields that include biotechnology, manufacturing, media, banking, architecture, and even farming and food preparation. Of course, Skype and other connection tools make it possible for innovators all over the world to take part in the program.

However, when I turn on Innovation Hub every Saturday morning, I’m invariably treated to very long interviews with academics or pundits. Today, for instance, I heard the dean of a school of public health talking about research into innovation, and a doctor and a researcher talking about a minor finding in obesity and mortality data. This is not an unusual slate of guests or discussion areas. Often I hear authors and researchers talk about innovation in terms of studies or classic examples (e.g., what Google or Facebook is doing), while at other times they discuss some surprising finding in their research that goes against prevailing attitudes or experience.

While interesting, I feel that these discussions are 20,000 feet above the trenches where actual innovation is taking place, and the interviews are so long that there are too few opportunities for the program to talk with people who are actually carrying out innovative projects, product development, or new ways of doing “x”.

There is so much innovation taking place these days in New England and around the world. I hope the program can consider devoting more time to actual innovation and the people who make it happen.

One thing I would like to note: This was not intended as a passive pitch for my own business. I was motivated to write it by a desire to hear from people in the trenches of innovation. There are so many interesting things taking place right in WGBH’s backyard, and it seems like it would be so easy to get a slew of interesting people from all kinds of backgrounds to talk about the work that they are doing.



Startup publishing and managing early growth


At a certain point in the lives of most product-oriented ventures, founders confront a slew of growth-related issues. In this post, I am going to talk about growth in the context of startup publishing, and the challenges that my own publishing company i30 Media has faced over 18 months of growth.

Windows 8 guide bookA bit of backstory: i30 Media publishes how-to guides under the In 30 Minutes® imprint, as well as several fiction titles. The most recent release is Windows 8 Basics In 30 Minutes, a Windows 8 user guide. The venture started in mid–2012 as a Lean Media experiment with just a single title written by myself and distributed on Amazon’s KDP self-publishing platform. Since then I have incorporated the venture. I30 Media has released about ten In 30 Minutes guides in various ebook formats as well as in paperback, and distributes to every major ebook platform (Kindle, iBooks, Nook) as well as growing platforms (Google Play Books, Kobo).

In the first six months of the venture, I was occupied with figuring out the publishing landscape, expanding distribution channels, cranking out early releases on my own. While I was new to book publishing, I am not new to the media industry, and applied domain knowledge from magazine/news publishing, online media, and the mobile app space.

One of the first growth lessons was being forced to give up the “one-man band” idea. That guy attracting a small crowd on the local town common with a drum pedal strapped to his foot, a tuba around his waist, a harmonica in his mouth, a xylophone in one hand and maracas in the other is technically able to mimic a real band. But he will be limited in what he can do with his instruments (e.g., the xylophone sounds better using two hands than one) and quality ultimately suffers. Actually, let’s not beat around the bush — one-man bands sound terrible. Can you imagine listening to their stomping, honking tunes on the radio, or downloading the music to play at home? People enjoy one-man bands for the spectacle, not for the music.

I was a one-man band in the first month. I did everything, from writing to setting up the websites to designing the cover image. And I wasn’t doing it for the spectacle. I did it because it was cheap and I could do everything. But I could see there was a quality gap with the competing titles available on Amazon and elsewhere. The covers looked amateurish, and I was worried about the quality of the copy. I began to look for things to outsource, and one of the first was cover design. I contacted Steve Sauer, a graphic designer I used to work with, who was happy to take on the freelance work for his consulting firm Single Fin Design. His first cover, for Dropbox In 30 Minutes, was a big success (see Do people judge an ebook by its cover?). I decided to have him do new covers for other In 30 Minutes guides going forward.

I also found people to handle other tasks, including copy editing and market research. But the big growth impediment was writing. It was quickly apparent to me that I could not grow In 30 Minutes guides into a successful brand unless I found other authors. While the guides don’t take long to write (I tell prospective authors that the first draft of a 10,000–15,000 word guide typically takes 5 or 6 weeks, writing on nights and weekends) there is so much other stuff to do when it comes to growing a business — marketing, expanding sales and distribution, accounting, dealing with production issues, etc. As i30 Media grew, I knew that I would have less time to spend on writing. The only way to keep growing and strengthen the brand was to find other authors to write new titles, including topic areas in which I had no expertise.

The impact of my recruitment efforts is apparent when looking at the In 30 Minutes catalogue. Of the first 5 titles, four were written by me. Of titles #6 through #10, only one was written by me.

Besides production, the other side of growth relates to sales. As mentioned earlier, I follow Lean Media principles when it comes to marketing and sales. That entails lots of experimentation with everything from advertising to sales calls to potential enterprise customers. But it’s not just about identifying opportunities, and then measuring the impact of pilot experiments. In order to expand growth, it’s also necessary to identify which opportunities not to pursue. One area which I have stayed away from so far is bookstore distribution, based on early discussions with (mostly disinterested) bookstore managers, an evaluation of visibility and competition within B&N and Staples, and the industry standard requirement that demands 55% discounts and the right to return or destroy unsold copies. I haven’t completely written off the opportunity (in fact, I have made many titles available through the back-end ordering systems that bookstores use) but I don’t want to spend loads of time fighting to get In 30 Minutes guides in a channel that may ultimately be unprofitable.

I have also avoided ebook platforms that have too much overhead, are weak on terms, or look like they could undermine or cannibalize other sales channels. I stayed far away from Sony’s ebook platform, owing to the way it basically demanded that independent publishers beg to join. I have also been a skeptic of Scribd’s ebook subscription service.

What does the future hold for i30 Media? Certainly, more guides and more sales. In addition to the Windows 8 user guide, I have a new title about jQuery plugins in the works as well as a non-technology title (still in stealth mode). I am also planning growth of the company itself. Already I have begun thinking about hiring my first employee. The numbers aren’t aligned yet, but we could see action on this front in 2015.

The behind-the-scenes story of an experimental Chinese cookbook


My company just released a new “In 30 Minutes” guide, titled Easy Chinese Recipes In 30 Minutes. I’d like to share a little behind-the-scenes news about the title, which is special in several regards:

  • It’s the first cookbook we’ve ever released
  • The author, Shiao-jang Kung, rose to the challenge of creating authentic recipes that contain ingredients you can get in any large supermarket. The recipes include Sesame Cucumbers/涼拌小黃瓜, Soy-Flavored Fried Tofu/香煎豆腐/香煎豆腐 (includes video), Fried Rice/炒飯 (healthy recipe – limited oil and no soy sauce!), “Almost” Three Cups Chicken/“差不多”的三杯雞, and more.
  • It incorporates video and an app-like user experience
  • It only costs 99 cents (!)

Easy Chinese RecipesThe inclusion of video and other app-like features is something that has been talked about for years in the industry, but it has been very hard to implement for the Kindle, Nook, and Android tablets. However, Apple has created production tools that let authors incorporate video, photo slideshows, and other elements, and I decided to apply them to Easy Chinese Recipes In 30 Minutes.

If it proves successful, I will look into creating a Kindle version … but the lack of production tools and uncertain support for features such as video will be hurdles. This gets into the “walled garden” problem that is cropping up for sophisticated ebook technologies. For a basic ebook that uses just text, photos, and links, Scrivener has served me well. I just create the ebook, and then export to epub (iPad and Android tablets), .mobi (Kindle), PDF, paperback, and other formats.

Because Apple’s production tools do not support export to non-Apple formats or the ePub standard, that limits the distribution of the title. I am sure the smart people at Amazon are looking into enabling video support for .mobi ebooks, but if I have to use another product tool to create it, that will lead to all kinds of production headaches. I will basically have to build each title multiple times in different production tools, and make sure that edits in one manuscript are applied to the other.

To learn more about the guide and download a copy for your iPad, iPad Air, or iPad mini, check out the product website for Easy Chinese Recipes In 30 Minutes.

Harvard Extension School ALM in Management vs. full-time MBA


I received an email from a prospective student asking about the Harvard Extension School’s ALM in Management program. He wanted me to compare the ALM in Management vs. a full-time MBA.

In my reply, I noted that I have never taken any ALM in Management classes. My ALM concentration was history. But I have followed the Management program since it was introduced and have a full-time MBA under my belt, and feel qualified to make some comparisons.

From my point of view, while the ALM in Management has a price that’s hard to beat, it does not compare with a full-time MBA. Here’s where I think the ALM in Management program comes up short:

  1. There is no cohort experience, vital for building a network that can serve you long after after the program concludes.
  2. Even though many of the classes are similar to those you would find in a business school, the ALM in Management degree is technically not an MBA. It’s a liberal arts degree in management (!). This fact may cause skepticism among some potential employers.
  3. Most instructors are not Harvard faculty, and there is no affiliation with the world-famous Harvard Business School.
  4. While online classes are a lot of work for students, they are not a substitute for in-person learning experiences. Extension School students have complained about some of the deficiencies in the past.
  5. Recruiters either don’t know about the ALM program, or don’t regard it as a good program because it’s part-time, mostly online, etc. Note that some recruiters view any part-time business degree with skepticism.
  6. Among recruiters, the reputation of the school has been damaged by HES graduates who have omitted their Extension School background on their resumes. In some cases graduates have innocently followed the Harvard Extension School resume guidelines, but in many cases there have been deliberate attempts to portray themselves as graduates with a Harvard MBA or Harvard College degree.

In other words, it’s a mistake to assume the ALMM is like a Harvard MBA lite. That said, I think there is real value in some of the on-campus classes that expose students to important business concepts. There are takeaways that can be brought back to the workplace, or help students shift their careers in a new direction. For students who cannot enroll in a full-time MBA program, ALM in Management classes are an attractive alternative.


The Startup Roller Coaster


In 2010, I heard a talk by angel investor and entrepreneur Howard Anderson about the emotional roller coaster that comes comes with launching a new technology venture. He explained how the highs are so high, while the lows feel really low.

For those of us in the room who had never been in the position of launching a company, it didn’t sound surprising. Of course the pressure will be intense, and incredibly risky. But how extreme could the highs and lows be?

Extremely extreme, as it turns out.

I worked in large organizations for more than a decade. A bad day at an established company might entail sharp-elbowed office politics, hurt feelings, and worry about career advancement or a raise. Worst cases involved the loss of a job. But in most situations at a large company, problems will eventually be worked out. Everyone knows the organization will endure.

Startup Roller CoasterNot so at a startup. Before you’re funded or generate revenue, the venture is fragile. Things move fast, there is too much to do, and the sense of responsibility is huge. Even minor problems feel big, and failure of the business can take many forms.

Conversely, the accomplishments feel huge. Hard work, a new In 30 Minutes title, positive feedback from readers, and lucky breaks can really boost your spirits. When a bunch of things are working well at the same time, the feeling is spectacular.

Then the crash: reality checks, unforeseen problems, pushback, lack of alignment, and the flat-out “no” when you were hoping for a “yes.” These and other issues can really throw a wrench in the works.

There are ways out of the funk, though. Keep on executing. Work through or around the problems. Reach out to your partners or customers or mentors or anyone who might be able to help with a new approach or pivot. The wins begin to trickle back, and the cycle starts again.

A few years ago, I met an experienced startup founder at the Cambridge Innovation Center. She was very familiar with the entrepreneurial roller coaster, and offered some advice on how to handle it.

“For the highs and lows, be careful of what you do on those days,” she said. For instance, on a good day when you get a big win like recruiting a customer, call your investors and tell them about it.

She also alluded to things founders should not do on the bad days. She didn’t have enough time to explain what they were (it was at the end of a late-night meeting) but one of them I have been able to deduce from multiple sources (including Y Combinator founder Paul Graham), as well as Howard Anderson’s reminder at the end of his talk: “It’s always darkest before the dawn,” he said.

In other words, keep pressing ahead, even when the world seems to be working against you. And don’t give up.

The above image is a creative commons licensed image from Tanki on Flickr.

Brazil’s SEED startup accelerator, and an opportunity for foreign startups


If I were 20 years younger, and not already dedicated to In 30 Minutes guides, I would be all over this. The Minas Gerais State Government in Brazil (home of the local startup hub known as San Pedro Valley) has set up an accelerator program that is open to local or foreign startups. For teams that are accepted to SEED, the program provides living expenses, co-working space, startup capital (equity free!), and support for staying in Brazil (the announcement doesn’t state what the support is, but hopefully it involves helping with visas and other bureaucracy).

There is a deadline coming up October 17 for the next program, but there is also a late December deadline for the following session. Details are located on the official SEED website, but here are the most important elements from the announcement (I’ve also added the official infographic to the bottom of this post):

Seed capital, equity free, for each startup varies, approximately, between US$ 35,000.00 (for projects with two participants) and US$ 40,000.00 (for projects with three participants). Part will be transferred as monthly scholarships of US$ 1,000.00 for each project participant, to cover living expenses and guarantee exclusive dedication to their business while participating in the program. The remainder US$ 22,000.00 will be transferred to fund a high-potential prototype or a releasable version of a product or service.
SEED offers too exclusive mentoring program; an inspiring co-working space and connection to a global community of entrepreneurs.

Who can apply?
Participants must be 18 years or older, Brazilian or foreigners in condition to stay in Brazil for duration of the program (SEED will assist all foreign participants in meeting this condition). During their participation in the program, entrepreneurs must be willing to live in Belo Horizonte, contributing to develop the local startup ecosystem.

Startups can be from anywhere in the world and must be in an early stage, that is, planning or developing a high-potential prototype or a releasable version of a product or service

As I stated at the beginning of this post, if I were 20 years younger, I would apply in a heartbeat — and not just because Brazil and Brazilian people are so special. The financial support (no equity!) is important, as is the “cohort” experience of being with other like-minded startups from all over the world. But there’s something else: Living in a foreign country is not only a rewarding personal experience, it allows you to focus on activities and goals without the distractions and expectations of one’s home country. I spent most of my 20s living abroad, and was able to make connections and accomplish projects that never would have been possible if I had remained in Boston.

As it is, I am older now, and have a wife and school-aged kids and other obligations that prevent me from relocating to Brazil. In addition, while my In 30 Minutes venture leverages a number of e-publishing technologies to produce this Dropbox guide, a user manual for Google Drive, and the most recent release Twitter In 30 Minutes, it is not a pure tech startup, which is what SEED appears to be looking for.

The official SEED infographic contains more details:

Brazil SEED accelerator