5. When you’re looking for a machine that will run special software

that the micros won’t. Fondly, a Hollywood writer-director tells of a script-formating program “dreamed up by some lunatic in northern California.” Nowadays, however, more programmers are writing for micros than for dedicated word processors. You should think “Micro” if you’re working for (1) yourself, (2) a needy company or organization, or (3) a rich, frugal one. “But,” you ask, “what about repair?” Well, surprise: many big companies—including Xerox itself—are now in the micro repair business. Besides, for the price of one dedicated, you might buy both a micro and a backup. ■ ■ ■ Psyching out the market, Rubinstein not only listened to computer-store owners but read up on the features of the dedicateds, determined to match them. In some ways, in fact, he hoped to surpass these rivals. From the very beginning he was against built-in function keys features, believing that they actually slowed down typists by forcing them to take their hands off their main keyboards. Pitting himself against IBM and the other giants of the word-processing world, Barnaby worked in a spare bedroom from which he evicted an electric-train set. He wrote the WordStar with a brand-new IMSAI computer, 64K RAM, two 530K disks. His big, fat Teletype Model 40 printer crawled along at a pokey 10 characters per second, but he poured out his code as if he were a muse-inspired novelist. “Working out whatever it was he was going to code,” Rubinstein recalled, “he would sit in front of the machine and his fingers would fly. And he would actually growl at the machine with his chin jutted out—_rrr, rrr_, like that—and he would pound the keys as fast as he could go, because he couldn’t get into the machine fast enough.” Between fall 1978 and summer 1979 Barnaby typically worked eighteen hours a day on WordStar, and sometimes many more in the frenzy of it all. Rubinstein said, “I stayed up a few nights with him, in fact. He was younger than I was—still is,” he said dryly, “so I couldn’t do it as much as he could. He was an excellent coder, one of the best I’ve ever seen in terms of speed and accuracy and putting in features that are real clever.” Barnaby, in turn, praises Rubinstein’s contributions to WordStar. “Seymour set the general goals. I wouldn’t have known what the world wanted because I’m not in touch with the world. He gave me a lot of specifics. He was probably the person who used WordStar the most and gave me the most comments, because he bridges the range from being able to understand where technical people’s heads are at and being able to relate to the outside world and the market. He was a programmer years ago. He’s familiar with the process I go through. He doesn’t like to do it anymore, but he sort of understands what I’m doing. I think the menus were his idea”—the instructions that pop up on the screen if the typist takes too much time to execute a WordStar command. Rubinstein also recalls contributing touches like the Q effect, which accelerates the impact of other WordStar commands; and he says he thought up the dotted lines that cross the screen to mark page breaks. No matter who did what for WordStar, however, it’s likely that Barnaby, regardless of Rubinstein’s helpful studies of the market, was writing mostly for Barnaby. “I don’t hear a voice from the world,” he generalized to me about his coding habits. “I hear a voice from the back of my head.” Rob Barnaby, you might say, was WordStar’s first user. He used WordStar as a programming aid to write WordStar. Then he used WordStar to write the manual for WordStar. As we talked, I realized how close his working habits came to mine and how, coding WordStar for himself and Rubinstein, he had also programmed it for me. It was not so much a fluke that the program’s logic coincided with mine. So, in many ways, did Barnaby’s personal writing habits. “I fiddle around a lot with text,” he said. “I try to get the points down, and then I try to get good sentences to say them with. If I find I try to word the thing right from the start, I lose it. I must see things on the screen.” Amen, Rob. I don’t write my best English inside my head, either; I, too, must _see_. Like me, Barnaby might have loathed the programs that didn’t let you zip the cursor to an error and correct it without much ado. The creation of WordStar, by the way, wasn’t the only act of genius from MicroPro. The name was a marketer’s dream. Why “WordStar”? MicroPro already had the programmer’s aid called WordMaster, and Rubinstein apparently held an informal name-this-product contest for the new word processor. “Who’s this for?” asked an employee named Barbara. “It’s really for the production-minded secretary,” he replied. “Why don’t you call it Word—?” she said, using a vulgar synonym for “cat.” “What?” Barbara mulled it over. “Maybe that’s a little too risqué. But you say the secretary’s the hero?” “Yes,” said Rubinstein. “The star?” “Yes.” “Then why not call it WordStar?” And so it was. Hitting the marketplace in the summer of 1979, the product clicked; no competitor came close; at least none offered WordStar’s get-what-you-see printing features. Rubinstein had come out with good, timely software, and now he was riding the beginnings of the micro wave. Just as with VisiCalc, buyers soon asked about WordStar by name—before they bought their computers. In fact, often it was _why_ they bought micros. And Rubinstein found WordStar wasn’t merely a good first sale for dealers. Frequently, it would be a second. Balking at WordStar’s price, customers would make do with an inferior word processor but remember the sales reps’ original praise of the MicroPro program. Ironically, as WordStar was taking off, Barnaby, its writer, was headed toward another burnout. The atmosphere around MicroPro was changing. Rubinstein, who eventually would name a yacht the _MicroStar_ and move into a hilltop home with a sunken tile tub, was losing touch with some programmers. “They locked us up in this little windowless room with Customer Support,” recalled Jim Fox, Barnaby’s former assistant, who worked on WordStar Version 3.0, the one I’m using. “It was messy. It was very noisy—not very good air circulation. And then they were expecting us to do programming. Rob asked months and months for shelves, and they never gave them until he threw a temper tantrum.” It seemed strange for Rubinstein to let this happen. Everyone agrees that $400,000 home or not, he was the opposite of a golf-course president. And yet Rubinstein had burdened MicroPro with high-tech bureaucrats who were turning it into a mini-Washington, inflicting reorganization after reorganization. The real producers, whether sales reps or programmers, sometimes suffered. Barnaby quit in the summer of 1980 just after working on an important sister program of WordStar, MailMerge, which helps businesses personalize letters with names plugged in from mail lists. “To my knowledge,” Rubinstein told me in early 1983, “he has not coded anything of significance since.” Rubinstein was telling the truth as he knew it. Barnaby, indeed, had largely forgotten about computers. He had lost excess weight; he had traveled; he had stopped smoking and shaved off his beard. In superficial ways he seemed a different man from the writer of WordStar. And yet Barnaby had left software before and returned; and in late 1982, unknown to Rubinstein apparently, he had again. It wasn’t just that he needed the money. He could no longer flee computerdom so easily. A barrier had tumbled, the one between his work and the rest of the world. Once micros had been mostly hobbyists’ toys, demanding hours of soldering and programming. Many of his friends hadn’t fathomed what he did. But now Barnaby was hearing a woman—formerly perplexed—say that WordStar was the rage at the stores where she was shopping for her new business computer. Barnaby’s father got _2010_ for Christmas and read that Arthur Clarke had written it with WordStar; Clarke had sent the book to New York on a five-inch floppy and transmitted final corrections from Sri Lanka through his computer over a satellite link. Another science-fiction leader, I discovered, also was hoping to catch up with _2010_—Seymour Rubinstein. Returned to computers, bearded again, Barnaby in early 1983 was working for a small rival of MicroPro, Chang Laboratories, aiming at the lucrative market for software compatible with IBM’s 16-bit PC. He was like a canny Hollywood scriptwriter. Barnaby was somewhat vague about his software plans, in part because he really did not know what he would create in the end, but perhaps also because he did not want to alert the competition. He would not, in early 1983, say he was working on a new word processor, only that he was at the keyboard of his new IBM. It ran WordStar. Barnaby, like thousands of other people, had bought his IBM version at a local ComputerLand store. You might say it was the neat completion of a circle, for the founder of the ComputerLand chain was none other than Bill Millard, the man behind IMSAI, Barnaby’s former employer. Barnaby offered his opinion of the WordStar version he had bought at ComputerLand—competent but unimaginative. Well, how could he outdo his WordStar? Barnaby answered, and despite his refusal to be pinned down on a future project (“It could be a spreadsheet”), he gave at least an inkling of what another word processor from him could be like. Among other things, Barnaby would take advantage of the newer machines’ more powerful memories; he’d write more instructions for the RAM. So he wouldn’t have to choose as much between making the program either (1) more easily understood or (2) capable of moving around words in the fastest or most efficient way. Smart computers and dumb humans could coexist more gracefully. Also, he’d reduce the number of commands in WordStar, a good idea if not overdone. “I’ve thought, Gee, couldn’t I have only two or three ways of deleting text rather than twenty. And I look at my habits, and I do use a lot of them. But most of them I could replace with the same number of keystrokes or only one more keystroke using a combination of other commands. I’d never tried to write a program where you didn’t have to read the manual before. And I still don’t think I’ve succeeded. I think that’s a worthy goal for the future—to write a program that doesn’t have to have a manual.” Back at MicroPro, Rubinstein, by early 1983, had fallen behind some previous goals of his own. Fewer than 250 people worked for the company, or less than half the peak number, and the company had saddled itself earlier with hundreds of thousands of dollars a year in office leases it no longer needed. “There were some odd things that happened internally with these visions of increasing numbers of sales,” said a former MicroPro man, “and they hired too many people too quickly. They pay very well, and their salesmen were getting incredible commissions. I know one guy—his first month in sales he took home five grand in commissions.” Did he sustain that amount? “He didn’t,” said the ex-MicroPro employee. “Every month after that he fell.” And so, it seemed, did the sales rep’s colleagues at MicroPro. “They kept trying to break record after record,” the former employee recalled, “and the only way to do it was to extend generous credit and get their products out the door.... They had to produce all the programs people ordered, but they weren’t getting their money immediately.” With high interest rates, some buyers would stall payments as long as possible. MicroPro’s growth problems weren’t unique. Another pioneer in micro software, Lifeboat Associates, a distributor, also found itself overexpanded and laid off employees. MicroPro likewise suffered when programmers, ordered to meet Rubinstein’s deadline, cut corners on an early version of WordStar for the IBM PC. The software was too hard to adapt to customers’ printers. And then IBM threw MicroPro a loop. It suddenly changed the PC’s operating system in a way that made WordStar glitch up. MicroPro wasn’t the culprit here. And yet it was the one receiving angry phone calls from frustrated customers. It was, in a sense, a victim of its own reputation for quality. MicroPro products had bugs like other software makers’, but fewer of them than most, so that the IBM WordStar problems—since corrected—enraged customers with high expectations. Old friends of Rubinstein’s, meanwhile, complained that the firm had nothing truly original coming out, that MicroPro had evolved from a programming company to a marketing one. I disagreed somewhat. MicroPro had succeeded largely _because_ Rubinstein had aggressively sold himself and his programs. And yet it was also true no other MicroPro product had commanded as much attention as WordStar, the first big one. Michael Canyes, a computer consultant, complained that it was “getting a little gray around the temples.” It was time for updates, drastic ones. If they didn’t come, if competitors kept duplicating various features of WordStar, the program would eventually perish. So far, however, that hadn’t happened. Nothing had appeared that was both as good as WordStar and marketed as successfully. “If you’d asked me when I first introduced it,” Barnaby said, “I would have said as soon as we stopped moving, somebody would have done something better. I sort of thought WordStar would be gone by now, but it’s growing instead. It may sell a million by the time it’s done.” He wasn’t bragging; he was right. We were talking now in summer 1983. Barnaby had removed himself from the payroll of Chang Laboratories, and I suspected it might be because he worried about living up to his first success. Barnaby didn’t discourage that impression. When asked if another WordStar might be on its way, he said, “I hit once; I may not hit again.” I understood. He was no different from a writer trying to create another blockbuster book or movie; he would be competing against himself—a contest made more difficult by the fact that MicroPro’s marketing expertise would no longer be on his side. I suggested that he and Rubinstein might both benefit by working together again as a team. If Barnaby agreed, though, he certainly didn’t make that clear to me, and I hung up thinking that the Barnaby-Rubinstein collaboration was as dead as the Welles-Mankiewicz one. “Let’s just put it this way,” said Barnaby of MicroPro. “They could have made me happier there and I’d still be there, and MicroPro would still be growing instead of being flat.” “Rob is beloved around here,” said a public relations woman at MicroPro when I suggested that the company might benefit from his return, “but we have many other good programmers.” Not long afterward I was talking to Seymour Rubinstein. He was decidedly more upbeat about MicroPro’s fortune than Barnaby had been. He had added some fifty people to his staff since we’d last talked. Rubinstein predicted record sales of about $42 million in 1983, of which WordStar would be 65 percent; he expected that his word processor would thrive inside the ROMs of $1,500 lap-sized computers. During our conversation I expressed my astonishment over a newspaper article; supposedly, a programmer—unnamed—had dreamed up WordStar in a week or so during vacation. “I was amazed to see it myself,” Rubinstein said. “It was really romanticizing something in a way that wasn’t necessary, beyond not being true.” “I talked to Barnaby,” I said, “and he has the normal worries of programmers and writer-writers—whether he can ever repeat his success. And I still wonder about the chances of you two coming together again.” “Well,” Rubinstein said without the slightest pause, “I got him back working again.” “Now?” “Yep.” “When?” “Just started a week and a half ago.” “Christ,” I said, “I sort of popped the question to him.” “I’d just as soon you didn’t broadcast it,” Rubinstein said. “He’s not in solid yet, but I expect he will be. You can put in there a blurb that as of this writing Barnaby came back for a test run to see whether he could get involved again.” “As a WordStar user,” I said, “I have a selfish interest in his developing it further. Will he be working on WordStar?” “He’ll be working on WordStar,” said Rubinstein. Like a movie man, he excitedly described his coming attraction. (“It’ll just knock their socks off.”) The new WordStar would contain a spreadsheet. Also, used with the right printers, it would offer proportional spacing, meaning that an “I” would take up less room than a “W,” making the print look more booklike. What’s more, the new WordStar would be simpler to learn. Listening to Rubinstein raving over his forthcoming word processor, I could tell that if Barnaby didn’t work out on the new project, MicroPro might use someone else. Ideally, however, it wouldn’t. “Just incredible,” Rubinstein had said of Barnaby’s coding of WordStar. “The man is a consummate artist.” Surely, I thought, Arthur Clarke would agree. Barnaby stayed some months with MicroPro. In fact, he had helped fit WordStar into the little memory of the Epson lap-sized portable marketed that year. A micro magazine, meanwhile, came out with a report that a version of WordStar for big machines, Version 4.0, might contain split screens. In October 1984, however, I was still waiting. And Rob Barnaby had left MicroPro in July. “Things didn’t click,” he said without going into the specifics. “We talked about a lot of things, but they didn’t jell.” He was now consulting. MicroPro suffered in other ways. Yearly income was up 53 percent, and the company was still shipping thirty thousand copies of WordStar each month, but quarterly revenues reported in September 1984 were $12.4 million versus $15.6 million for the same period in 1983. The company sustained a loss in earnings of six cents a share, $756,000. Hoping to cope with threats such as NewWord, which sold for $250 and used the same commands as the older word processor, it laid off 10 percent of its workers and reduced WordStar’s list price from $495 to $350. NewWord even offered twists of its own. You could tell it to go to a certain page number, for instance, without having to specify a word on the page you were looking for. The natural question arose: Why should people pay $100 more for the real WordStar? ■ ■ ■ Six Reasons Why Customers (or Noncustomers) Feel Free to Cheat Software Companies WordStar clones like NewWord aren’t illegal. Getting a “free” WordStar from a friend, however, is. “It’s like illegally getting a second typewriter—copied from a friend’s, down to the serial number,” a software columnist observes. “You’re stealing a valuable tool.” H. Glen Haney, the president of MicroPro, told me that most copies of WordStar in use are _bootlegged_ ones. While opposing the practice, I’ll list six reasons why customers cheat: