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The NetSuds™ Report © The October 1, 2003 Issue: Re-sending of this newsletter to any number of colleagues is encouraged provided you also cc: report@netsuds.com. In return, we will invite recipients to subscribe. Any other unauthorized re-distribution is a violation of copyright law. Subscribe to this report by subscribing to the NetSuds Report at http://www.netsuds.net/mail.htm. You can get the web version of this report at http://www.netsuds.com/report/2003/october.htm Definition: "com and .com" = Telecom, Datacom, IT or Internet In this Issue: 1.0
Heard on the Net
1.0 Heard on the Net NetSudser Jim O'Reilly, formerly of Space Center Ventures has started Upwind Capital Partners and is focusing on helping early stage companies in a variety of ways. You many contact Jim O'Reilly at either 612-940-2579 or joreilly@upwindcapital.com. Jim Elliot has joined Lighthouse Communications as Chief Marketing Officer. Prior to Lighthouse, based in Des Moines but with offices in Minneapolis, Jim was VP of Strategic Marketing at Terabeam. You may reach Jim at jelliot@lh.net or 515.471.1000. 1.2 Companies on the Move: ObjectFX, an innovative provider of a Java™-based spatial software toolkit announced on September 15 that it has been awarded a United States patent which validates the company's innovative technology behind its SpatialFX™ product that enables the integration of dynamic location services and spatial operations into enterprise solutions. The new US patent (No. 6,604,046) entitled, "High-Performance Server Architecture, Methods, and Software for Spatial Data", provides ObjectFX exclusive rights to techniques used for high performance, concurrent delivery of multiple views of spatial data and related services to a variety of clients running on everything from desktop applications, to web browsers, PDAs, and cell phones. "Achieving US patent recognition for the technology behind our core product - SpatialFX, provides our company huge credibility and marketplace capabilities," ObjectFX President Tim Devine said. To learn more about ObjectFX or view demos, visit www.objectfx.com. For more information, contact Paul N. Thibeau at 612.638.1590.International Decision Systems (IDS) announced on September 12 that the firm’s Minneapolis-based senior management group has successfully executed a management buyout in partnership with Schroder Ventures U.S., a private equity firm. The partners secured ownership of all IDS shares from publicly-traded IDS Group, plc. of the United Kingdom for total consideration of approximately US $25 million. International Decision Systems employs 230 individuals at its Minneapolis headquarters located in the IDS Center, and has a total of 339 employees world-wide. Under the firm’s new leadership, IDS will remain in Minnesota. The firm’s management owners are CEO James Meinen of North Oaks, President Charles Lyles of Woodbury and CFO James Horstmann of Eden Prairie. For additional information about International Decision Systems, visit www.idsgrp.com or contact Deb Marshall, IDS Marketing Director at 612-851-3438.
2.0 Jobs in the "com and .com" Market
*
GMAC RFC -
https://careers.gmacrfc.com/servlets/iclientservlet/careers/?cmd=start
3.0 Schedule of Events You can also try our new online calendar by clicking here for NetSuds and here for MedicalSuds. The web calendars for NetSuds and MedicalSuds continue to grow in popularity as more and more people use them for the definitive place to find high-tech events in the Twin Cities. The calendars are free to use for both tracking events and for posting your own events. To post events, login as "guest" with a password of "guest". The Calendars are accessed at
NetSuds -
http://www.netsuds.net/cgi-bin/calweb/calweb.pl?cal=default Non-Minnesota companies conducting events in Minnesota will not be allowed to post events for free. Events posted to either of these calendars are not immediately available for viewing. All events will be marked "pending" and will be reviewed for content prior to public viewing.
4.0 Tidbits
4.1 NetSuds loves on-site tours! Email me if you want to show off your company. I can be reached at matt@netsuds.com.
4.1.1 Ittrium
I toured the office of Ittrium this past month and visited with Craig Sumner, President, csumner@ittrium, Warren Omohundro, Chief Scientist, womohundro@ittrium.com and Greg Stark, VP of Marketing, gstark@ittrium.com. Ittrium has developed a content management and web publishing tool with a variety of plug-ins for use by any small to medium-sized company. Current customers include the MHTA and the City of Eden Prairie - www.edenprairie.org. The software is Java-based and portable to any platform. The base system is a little over $30,000. I watched as Craig navigated the user interface, showing how content can be easily modified, added and deleted in various sections of a website, intranet or extranet. The interface is clean, fast and intuitive. Obviously, in such a short period of time, it was impossible to test or witness all the features. I came away wanting to see more but not having the time. Good, mid-range content management solutions are needed, especially for non-technical web developers - yes, there is a world out there who are not technically savvy. 4.2 Email Advertising The Business Journal reported that their daily email news reaches 5000+ Twin Cities executives. The MHTA claims a little over 2000 people on their email list. Not bad but still a great deal less than the NetSuds and MedicalSuds email lists which reach 7200+. The NetSuds email lists are double-opt-in and concentrated on professionals in the communications, IT and Internet markets. The MedicalSuds email lists are double-opt-in and concentrated on professionals in the medtech, biotech and life sciences markets. So, rather than spend your advertising dollars on any other email lists in the Twin Cities, consider the NetSuds and MedicalSuds lists. Contact matt@netsuds.com or 612.279.2154. For current ad rates, visit www.netsuds.com/adrates.htm. 4.3 Volunteer Virus Busters Needed: 2003 Nonprofit Tech Trek Imagine 100 volunteer computer professionals from the corporate world trekking to 50 nonprofit organizations in a computer anti-virus campaign. On Friday, October 10 MAP for Nonprofits will launch TechTrek: Nonprofit Virus Blasters to provide and install up-to-date computer virus protection software at 50 Twin Cities nonprofit organizations. Fifty organizations have signed up including organizations that work with kids, social service providers, arts organizations and advocacy organizations. Volunteers can find out more and sign up through October 3 at http://www.mapfornonprofits.org.The Management Assistance Program (MAP) for Nonprofits is a unique local resource for nonprofit organizations in the Twin Cities and surrounding region. For 25 years, MAP has provided affordable high-value management and board recruitment services. MAP is a nonprofit organization that helps 1,000 large and small nonprofits each year. For more information, visit the "About MAP" section at http://www.mapfornonprofits.org.ADC, a worldwide business that supplies network equipment, software solutions and integration services is funding the event and Symantec, the world leader in Internet security technology, is donating the Norton AntiVirus(tm) software. Bon Appetit is providing lunches for the volunteers For more information, contact Sheldon Mains at 651/632/7233 or techtrek@mapfornonprofits.org 4.4 $100M Start-Up in North Dakota
Extend America, a telecommunications service provider start-up based in Bismarck, North Dakota and run by ex-Governor Ed Schaefer is looking to raise a $100M+ round of venture financing. For details, visit www.extendamerica.com.
4.5
Skype - Telecom or Not Telecom?
Vonage is under scrutiny by the Minnesota PUC as a telephone company.
But where does that leave the following companies who are currently not under
scrutiny by the PUC: Skype -
www.skypke.com - , PalTalk -
www.paltalk.com
- , Packet8 -
www.packet8.com - xbox -
www.xbox.com - etc. Skype is probably the
most interesting at this time. Think of Napster ... then KaZaA ... then
Skype. Yes, it is peer-to-peer telephony brought to you by those rascals
at KaZaA. To my knowledge, none is
registered as a telecom company in Minnesota, pays 911 fees or Universal
Access fees. This could keep the PUC busy for a while ;-) See the
following article forwarded by
NetSudser David Farmer,
farmer@umn.edu.
This article from The Chronicle of Higher Education. This article is
available online at this address:
http://chronicle.com/daily/2003/09/2003092601t.htm - The text
of the article is below - Friday, September 26, 2003 Makers of KaZaA Find a New Use for Peer-to-Peer
Technology: Free Phone Calls Over the Internet By FLORENCE OLSEN The creators of KaZaA, a wildly popular software program for sharing music
online, have started a new software business -- one that will let users make
free phone calls over the Internet. The software, known as Skype, is so new
that officials at several colleges where KaZaA has been popular said they were
unaware of it and of whether it is already being used on their campuses. Some
analysts predict that Skype, or software like it, could become the next big
thing on campuses. But it is not expected to be as disruptive to networks as KaZaA and other
programs that students use for trading music and video files. "I think
students will glom onto this technology as fast as they can," said Cheryl
Currid, president of Currid & Company, an information-technology research
company in Houston. Some campus-computing officials said they would have to
learn more about the software program before they could predict whether it
would cause trouble on campus networks. Skype, like KaZaA, is a peer-to-peer program that finds and appropriates
unused network bandwidth and computer resources. Such programs do not behave
as "responsible network citizens," said Michael R. Sherer, director of
information technology at Goshen College, in Indiana. "That's why you'll find
antipathy towards the authors of these programs, regardless of what kinds of
files they're sharing." But Mr. Sherer said he suspected that phone calls made
over a campus network would not be too disruptive -- or at least "not nearly
as scary as, say, downloading video where you have multiple screens trying to
download 700-megabyte files -- that's scary." This week, Dartmouth College offered freshmen the option of downloading
several varieties of "softphone" software onto their PC's and making free
local and long-distance calls from the wireless network on campus. Cisco
Systems Inc. is sponsoring the project, which aims to study the effects of
voice traffic on wireless networks. Making phone calls over the Internet is
not an entirely new thing, but Skype's voice-processing quality and
peer-to-peer technology set it apart from earlier digital-voice programs, Ms.
Currid said. Dropped calls, echoes, and crackling noises have kept earlier
digital-voice software from gaining widespread use, she said. Skype uses voice-processing software from Global IP Sound, in San
Francisco. "We do all the voice coding and decoding, and we deal with the echo
and with the delay," said Gary Hermansen, president and chief executive
officer of Global IP Sound. The company's sound engineers said the
voice-processing software is able to capture a range of frequencies up to 8
kilohertz, whereas callers using traditional telephones typically hear no
tones above 3.4 kilohertz. Callers can use standard PC handsets or PC headsets
to make and receive calls. For now, both the caller and the recipient must be using computers with the
Skype software installed, because the system can't handle calling a
traditional telephone yet. The basic Skype software is free and will remain
free, but the company said it plans to develop additional services such as
connectivity to the public telephone network, conference calling, and voice
mail, for which it will charge users. "We believe that the cheapest way for us
to market our product is to give it away for free," said Niklas Zennstrom, the
chief executive officer of Skype Ltd., which is based in Stockholm. "This is
all about the network effect," he said. "The more people using Skype, the more
valuable it becomes." Large data-communications companies, like Avaya Inc., sell network hardware
-- "big iron," as Ms. Currid puts it -- for making telephone calls over the
Internet. "What this Skype is showing is that you don't need that iron," she
said. Currently, Skype works only on Windows XP and Windows 2000 platforms,
but the company is planning to offer versions for other operating systems. Calling options are also limited -- Skype cannot be used to make 911 calls,
for example, because 911 services are not equipped to take calls placed
through the Internet. But company officials said they are working on a version
of Skype that could be used to make phone calls to traditional telephones.
Skype encrypts all phone calls, they said, so callers' privacy is ensured. If Skype were to become very popular, it could pose a threat to
conventional telephone companies, Ms. Currid said. And colleges that
resell long-distance telephone services to their students could feel a
financial pinch. However, many colleges have already discontinued programs
they used to have for reselling traditional long-distance service because
students are using cellphones or inexpensive phone-calling cards instead. "All
of that stuff just sort of undercut the resale program," said Daniel J. Grim,
executive director for network and system services at the University of
Delaware, which is among the institutions that have stopped reselling long
distance. Mr. Grim said he did not think the peer-to-peer program was being used on
his campus, but he thought it sounded like an interesting concept. "We thought
we might download the thing," he said, "and put it in our lab and play with
it." Skype Ltd. claims on its Web site that the software program has been
downloaded more than 660,000 times. 4.6 Commercial Real Estate Market Report from NetSudser Brian Fogelberg, (952) 924-4609, brian.fogelberg@cbre.com
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| Our next introductory session (free) has been scheduled for January 2004. Attendance will be limited to just CEOs. Contact matt@netsuds.com if you want an invitation. |
Purpose CEOs need resources to assist them in executing their duties and leading their companies. Boards of Directors and upper management are not always the best or most independent resources upon which to draw. The CEO Roundtable exists to provide CEOs with an independent resource of wisdom and shared experience. Your key 'take-aways' from the Roundtable will be accelerated learning - so as to avoid common and uncommon pitfalls -, an expanded network of advisors and colleagues and tools to enhance the productivity and value of your enterprise.
Content First, networking among the CEO members of a Roundtable is the best and richest content. Second, the Roundtable facilitator will schedule subject matter experts of interest to the CEOs. Examples include intellectual property, branding, sales, engineering, marketing, finance, compensation, human resources, M&A, etc.
Format Meetings will consist primarily of 2 elements. First, "content" will be presented and discussed. Second, "discussion" of common problems and solutions will take place. The facilitator will lead both elements or assign elements to certain CEOs.
Confidentiality Roundtable meetings are completely confidential. Nothing said in a roundtable discussion, short of illegal activity, leaves the meeting. This allows each CEO to feel comfortable discussing issues and subjects he may not feel comfortable speaking about with others.
4.8 Monet Mobile - Innovation in the Heartland
It doesn't happen very often. Hi-tech rollouts in Minnesota, North Dakota, South Dakota and Wisconsin, that is. According to Ira Brodsky, ibrodsky@datacommresearch.com, it is happening in Korea, Brazil and the USA (see America's Network, July 1, 2003 - http://www.americasnetwork.com/americasnetwork/article/articleDetail.jsp?id=62882. Specifically, Monet Mobile is bringing 3G Phase 2 broadband wireless to markets like Duluth, Fargo and Eau Claire. Yes, the big 3! What happened to New York, Chicago and Los Angeles - frontage roads on the 3G information superhighway now. Mr. Brodsky asks us to think of 3G Phase to "wireless cable modem service." OK, I like my cable modem service. I like it better than the DSL service I've experienced.
Monet Mobile - www.monetmobile.com - is headquartered in Kirkland, WA but doesn't service the greater northwest. It would seem the same investors in Onvoy have also invested in Monet Mobile - Soros Private Equity Partners. Their management roots are deep from within Xo Communications. They have been featured in the St. Paul Pioneer Press - http://www.twincities.com/mld/twincities/business/6543742.htm.
Most importantly, Monet Wireless is offering yet another type of broadband service to compete with DSL, cable, fiber and dial-up access.
4.9 Technology Fellowship Grants
NetSudser
Matthew Heilicher,
mheilicher@aiccmn.org, forwards this information to us. USISTF is seeking qualified applicants for the Technology Excellence
Fellowship (TEF) Program. The program offers competitive grants for middle
to senior level managers and executives for professional training in U.S. or
Israeli business practices. Applicants must have at least five years
experience in technology and should be responsible for information systems
or technology development, application evaluation, and/or implementation
within their home organizations.
4.10 NetSuds Executive Search - www.netsuds.com/search/
Welcome to NetSuds Executive Search™!
Markets We work for companies finding executives and professionals in the following markets: telecom, datacom, IT, software, firmware, marketing, sales, engineering, finance, professional services, operations, manufacturing, medtech, biotech, and life sciences.
Business Models We have 2 ways we can engage you as a client depending upon your needs and desires. (1) We can act as a full-service traditional executive search firm with a local focus. (2) You can advertise open positions via traditional fee-based advertising (www.netsuds.com/adrates.htm) and free advertising in our Monthly Reports (You can post openings for free in our Monthly Reports using our 1-line ad format, e.g. Company XYZ - http://www.companyxyz.com/jobs/).
Getting Started Rather than start from scratch, NetSuds Executive Search™ has teamed up with a premier executive search firm to serve the professional recruiting needs of those individuals and companies in our network. The process is simple. You can either contact Matt Noah at 612.605.5252 or at search@ netsuds.com to get the process started. If you email me, please state the company at which you are employed and how I may contact you (phone and email address). All communications are confidential. When you work with NetSuds Executive Search™ you not only get the services of a premier executive search firm but access to the largest number of tech and medtech professionals in the Twin Cities.
Fees NetSuds Executive Search™ is a competitive provider of search services. As such, our fees are based on market conditions and are negotiable.
Background NetSuds and MedicalSuds are first and foremost the two most recognizable tech and medtech networking and business development organizations in the Twin Cities of Minneapolis and St. Paul. We reach well over 7000 professionals via email at the click of a mouse. Our live events draw public company executives, emerging company executives, entrepreneurs, marketers, sales professionals, engineers, finance professionals and associated professionals. We conduct business events and have fun. We assist people in attaining their professional goals.
Candidates If you are an individual looking for a career/job move, email us your resume at people@ netsuds.com.
Matt Noah, CEO, NetSuds.com, Inc. - matt@netsuds.com
From NEC @ Shirky.com, a mailing list about Networks, Economics, and Culture, Subscribe at
http://shirky.com/nec.htmlMicropayments, small digital payments of between a quarter and a fraction of a penny, made (yet another) appearance this summer with Scott McCloud's online comic, The Right Number, [
http://www.scottmccloud.com/comics/trn/intro.html] accompanied by predictions of a rosy future for micropayments. [http://www.google.com/search?q=mccloud+bitpass].To read The Right Number, you have to sign up for the BitPass micropayment system [
http://www.bitpass.com/learn/]; once you have an account, the comic itself costs 25 cents.BitPass will fail, as FirstVirtual, Cybercoin, Millicent, Digicash, Internet Dollar, Pay2See, and many others have in the decade since Digital Silk Road, [
http://www.agorics.com/Library/dsr.html] the paper that helped launch interest in micropayments. These systems didn't fail because of poor implementation; they failed because the trend towards freely offered content is an epochal change, to which micropayments are a pointless response.The failure of BitPass is not terribly interesting in itself. What is interesting is the way the failure of micropayments, both past and future, illustrates the depth and importance of putting publishing tools in the hands of individuals. In the face of a force this large, user-pays schemes can't simply be restored through minor tinkering with payment systems, because they don't address the cause of that change -- a huge increase the power and reach of the individual creator.
- Why Micropayment Systems Don't Work
The people pushing micropayments believe that the dollar cost of goods is the thing most responsible for deflecting readers from buying content, and that a reduction in price to micropayment levels will allow creators to begin charging for their work without deflecting readers.
This strategy doesn't work, because the act of buying anything, even if the price is very small, creates what Nick Szabo calls mental transaction costs, the energy required to decide whether something is worth buying or not, regardless of price. [
http://szabo.best.vwh.net/micropayments.html] The only business model that delivers money from sender to receiver with no mental transaction costs is theft, and in many ways, theft is the unspoken inspiration for micropayment systems.Like the "salami slicing" exploit in computer crime, [
http://www.yourwindow.to/information-security/gl_salamislicing.htm] micropayment believers imagine that such tiny amounts of money can be extracted from the user that they will not notice, while the overall volume will cause these payments to add up to something significant for the recipient. But of course the users do notice, because they are being asked to buy something. Mental transaction costs create a minimum level of inconvenience that cannot be removed simply by lowering the dollar cost of goods.Worse, beneath a certain threshold, mental transaction costs actually rise, a phenomenon is especially significant for information goods. It's easy to think a newspaper is worth a dollar, but is each article worth half a penny? Is each word worth a thousandth of a penny? A newspaper, exposed to the logic of micropayments, becomes impossible to value.
If you want to feel mental transaction costs in action, sign up for the $3 version of BitPass, then survey the content on offer. [
http://www.bitpass.com/share/sites/] Would you pay 25 cents to view a VR panorama of the Matterhorn? Are Powerpoint slides on "Ten reasons why now is a great time to start a company?" worth a dime? (and if so, would each individual reason be worth a penny?)Mental transaction costs help explain the general failure of micropayment systems. (See Odlyzko [
http://www.dtc.umn.edu/~odlyzko/doc/case.against.micropayments.pdf], Shirky [http://oreillynet.com/pub/a/p2p/2000/12/19/micropayments.html], and Szabo [http://szabo.best.vwh.net/micropayments.html] for a fuller accounting of the weaknesses of micropayments.) The failure of micropayments in turn helps explain the ubiquity of free content on the Web.- Fame vs Fortune and Free Content
Analog publishing generates per-unit costs -- each book or magazine requires a certain amount of paper and ink, and creates storage and transportation costs. Digital publishing doesn't. Once you have a computer and internet access, you can post one weblog entry or one hundred, for ten readers or ten thousand, without paying anything per post or per reader. In fact, dividing up front costs by the number of readers means that content gets _cheaper_ as it gets more popular, the opposite of analog regimes.
The fact that digital content can be distributed for no additional cost does not explain the huge number of creative people who make their work available for free. After all, they are still investing their time without being paid back. Why?
The answer is simple: creators are not publishers, and putting the power to publish directly into their hands does not make them publishers. It makes them artists with printing presses. This matters because creative people crave attention in a way publishers do not. Prior to the internet, this didn't make much difference. The expense of publishing and distributing printed material is too great for it to be given away freely and in unlimited quantities -- even vanity press books come with a price tag. Now, however, a single individual can serve an audience in the hundreds of thousands, as a hobby, with nary a publisher in sight.
This disrupts the old equation of "fame and fortune." For an author to be famous, many people had to have read, and therefore paid for, his or her books. Fortune was a side-effect of attaining fame. Now, with the power to publish directly in their hands, many creative people face a dilemma they've never had before: fame vs fortune.
- Substitutability and the Deflection of Use
The fame vs fortune choice matters because of substitutability, the willingness to accept one thing as a substitute for another. Substitutability is neutralized in perfect markets. For example, if someone has even a slight preference for Pepsi over Coke, and if both are always equally available in all situations, that person will never drink a Coke, despite being only mildly biased.
The soft-drink market is not perfect, but the Web comes awfully close: If InstaPundit [
http://www.instapundit.com/] and Samizdata [http://www.samizdata.net/blog/] are both equally easy to get to, the relative traffic to the sites will always match audience preference. But were InstaPundit to become less easy to get to, Samizdata would become a more palatable substitute. Any barrier erodes the user's preferences, and raises their willingness to substitute one thing for another.This is made worse by the asymmetry between the author's motivation and the reader's. While the author has one particular thing they want to write, the reader is usually willing to read anything interesting or relevant to their interests. Though each piece of written material is unique, the universe of possible choices for any given reader is so vast that uniqueness is not a rare quality. Thus any barrier to a particular piece of content (even, as the usability people will tell you, making it one click further away) will deflect at least some potential readers.
Charging, of course, creates just such a barrier. The fame vs fortune problem exists because the web makes it possible to become famous without needing a publisher, and because any attempt to derive fortune directly from your potential audience lowers the size of that audience dramatically, as the added cost encourages them to substitute other, free sources of content.
- Free is a Stable Strategy
For a creator more interested in attention than income, free makes sense. In a regime where most of the participants are charging, freeing your content gives you a competitive advantage. And, as the drunks say, you can't fall off the floor. Anyone offering content free gains an advantage that can't be beaten, only matched, because the competitive answer to free -- "I'll pay you to read my weblog!" -- is unsupportable over the long haul.
Free content is thus what biologists call an evolutionarily stable strategy. It is a strategy that works well when no one else is using it -- it's good to be the only person offering free content. It's also a strategy that continues to work if everyone is using it, because in such an environment, anyone who begins charging for their work will be at a disadvantage. In a world of free content, even the moderate hassle of micropayments greatly damages user preference, and increases their willingness to accept free material as a substitute.
Furthermore, the competitive edge of free content is increasing. In the 90s, as the threat the Web posed to traditional publishers became obvious, it was widely believed that people would still pay for filtering. As the sheer volume of free content increased, the thinking went, finding the good stuff, even if it was free, would be worth paying for because it would be so hard to find.
In fact, the good stuff is becoming _easier_ to find as the size of the system grows, not harder, because collaborative filters like Google and Technorati rely on rich link structure to sort through links. So offering free content is not just an evolutionary stable strategy, it is a strategy that improves with time, because the more free content there is the greater the advantage it has over for-fee content.
- The Simple Economics of Content
People want to believe in things like micropayments because without a magic bullet to believe in, they would be left with the uncomfortable conclusion that what seems to be happening -- free content is growing in both amount and quality -- is what's actually happening.
The economics of content creation are in fact fairly simple. The two critical questions are "Does the support come from the reader, or from an advertiser, patron, or the creator?" and "Is the support mandatory or voluntary?"
The internet adds no new possibilities. Instead, it simply shifts both answers strongly to the right. It makes all user-supported schemes harder, and all subsidized schemes easier. It likewise makes collecting fees harder, and soliciting donations easier. And these effects are multiplicative. The internet makes collecting mandatory user fees much harder, and makes voluntarily subsidy much easier.
Weblogs, in particular, represent a huge victory for voluntarily subsidized content. The weblog world is driven by a million creative people, driven to get the word out, willing to donate their work, and unhampered by the costs of xeroxing, ink, or postage. Given the choice of fame vs fortune, many people will prefer a large audience and no user fees to a small audience and tiny user fees. This is not to say that creators cannot be paid for their work, merely that mandatory user fees are far less effective than voluntary donations, sponsorship, or advertising.
Because information is hard to value in advance, for-fee content will almost invariably be sold on a subscription basis, rather than per piece, to smooth out the variability in value. Individual bits of content that are even moderately close in quality to what is available free, but wrapped in the mental transaction costs of micropayments, are doomed to be both obscure and unprofitable.
- What's Next?
This change in the direction of free content is strongest for the work of individual creators, because an individual can produce material on any schedule they like. It is also strongest for publication of words and images, because these are the techniques most easily mastered by individuals. As creative work in groups creates a good deal of organizational hassle and often requires a particular mix of talents, it remains to be seen how strongly the movement towards free content will be for endeavors like music or film.
However, the trends are towards easier collaboration, and still more power to the individual. The open source movement has demonstrated that even phenomenally complex systems like Linux can be developed through distributed volunteer labor, and software like Apple's iMovie allows individuals to do work that once required a team. So while we don't know what ultimate effect the economics of free content will be on group work, we do know that the barriers to such free content are coming down, as they did with print and images when the Web launched.
The interesting questions regarding free content, in other words, have nothing to do with bland "End of Free" predictions, or unimaginative attempts at restoring user-pays regimes. The interesting questions are how far the power of the creator to publish their own work is going to go, how much those changes will be mirrored in group work, and how much better collaborative filters will become in locating freely offered material. While we don't know what the end state of these changes will be, we do know that the shift in publishing power is epochal and accelerating.
6.0 Retirement Plan Rollovers
![]() |
John Rusciano is a financial representative with the Northwestern Mutual Financial Network, which is the sales and distribution arm of The Northwestern Mutual Life Insurance Company (NM), Milwaukee, WI, its affiliates and subsidiaries, including Northwestern Mutual Investment Services, LLC, member NASD and SIPC. NM is not a broker dealer. The information presented is for educational purposes only and readers are urged to consult their own advisers for specific advise. NetSudser John Rusciano can be reached at 651-603-2069 or john.rusciano@nmfn.com |
Given the many changes and transitions we’ve seen for all involved in the “com” and “dot-com” world I thought it might be helpful to offer some perspective as it relates to personal planning. Today let’s talk about retirement plans, and specifically the pros and cons of leaving your retirement dollars in a previous employer’s retirement plan versus moving it to your current employer’s plan or to a self-directed plan.
Generally, a large portion of a person’s retirement dollars are contributed to and held in employer-sponsored retirement plans. As such, it is important to know the basics of managing and maximizing these dollars for the future. Unfortunately, little attention is given to the care and feeding of these plans over time. It is critical to plan for and review your retirement savings strategy at least yearly.
If your current employer offers an employer-sponsored plan, such as a 401k, SIMPLE IRA or a 403b, you can generally contribute up to 15% of your salary before taxes to the plan, with the contribution amount capped at between $8,000 and $12,000 (unless you are 50 or over, in which case the amount may be increased by $1000 to $2000) and enjoy tax-deferred growth on the balance. There may also be a match on your contributions from your employer. A common example is a 50% match on your contributions of up to 6% of your income up to applicable contribution and non-discrimination limits. In this scenario it would be wise to contribute at least 6% to take full advantage of the matching dollars available.
Dollars contributed to a an employer-sponsored plan generally flow into a selection of mutual funds and/or company stock in a proportion, otherwise known as asset allocation, of your choosing. Try to get some assistance in your asset allocation. Too often, choices here are made in the “next office down method” meaning asset allocation is determined by what your coworker has done. Of course he or she did the very same thing and so on. A better approach may be to select an appropriate asset allocation to match one’s risk tolerance and time horizon and then maintaining it over time. A wise investor will take some time to make choices wisely and get some professional advice.
So, if you leave an employer, either voluntarily or otherwise, what should you do with the dollars you have accumulated? Should you leave your account as-is with your previous employer? Transfer or “roll” those dollars to your current employer’s plan? Or, roll those dollars to a self-directed IRA account? You can also “cash in” your account but withdrawals before age 59 ½ will generally result in potentially significant income taxation and penalties, unless the withdrawal fits into one of the exempted categories.
The pros and cons of leaving your dollars with a previous employer versus rolling it to your current employer’s plan for all practical purposes are very similar so for this discussion, let’s lump them together for now and compare dollars held in an employer-sponsored plan to a self-directed Individual Retirement Account (IRA) account.
The pros for rolling or keeping your dollars in an employer-sponsored plan are as follows:
Expenses: Annual management expenses are sometimes lower in an employer’s plan versus a self-directed IRA. Furthermore, moving your dollars may generate a sales charge, either a front-end fee or a deferred charge that will be waived over time.
Protection: Dollars inside an employer’s plan are generally not accessible by creditors if you find yourself in a financial crisis.
Borrowing: You may be able to borrow against dollars in your current employer’s plan although any loans may need to be repaid immediately or within six months if you leave or they will be treated as a distribution and subject to potential taxes and penalties (some employer-sponsored plans allow you to roll loan balances as well).
So, what are the pros of moving your dollars into a self-directed IRA?
Here are a couple additional tips to prudent retirement plan management:
7.0 Rules for Successful Recruiting
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From NetSudser Danita Bye, danita@salesgrowthspecialists.com, 612-267-3320. |
In the best-seller First, Break All the Rules, authors Buckingham and Coffman from the Gallup organization assert that great managers do four activities extremely well: select people, set expectations, motivate and develop. Their research (in-depth interviews with over 80,000 managers in more than 400 companies) supports the findings of Baltimore consultants Objective Management Group, which concludes that a top manager with at least eight revenue-producing reports in a growing organization will focus 80% of their time on the following activities: recruiting, accountability, motivation and coaching.
Recruiting is a concern prevalent among managers since many have had to control damage caused by hires who didn’t meet expectations. Hiring the wrong person is a major expense – lost productivity, lost customers, lost opportunities, and costs of replacement recruiting and training. The smaller the business, the worse the financial drain.
Conversely, hiring the right medical sales professional is an essential foundation for building success. Therefore, a comprehensive recruiting process that allows you to seek out top performers is a necessity.
Let’s start by determining what are the key steps in hiring a sales person who can positively impact both revenues and margins.
After significant research and practical experience, Dave Kurlan of Objective Management Group recommends the following sequence of events when hiring top sales personnel. Notice the differences between the sequence and the importance of each of the steps.
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Sequence |
Task |
Importance |
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1 |
IDENTIFY |
1 |
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|
2 |
SEARCH |
4 |
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3 |
QUALIFY |
3 |
|
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4 |
ASSESS |
2 |
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5 |
INTERVIEW |
5 |
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The Most Critical Step
Contrary to popular beliefs that the interview or search is the most critical aspect in the hiring process, Identify is the most critical. You must clearly identify the attributes and experiences of the ideal candidate that can and will translate into success for your unique customer base. The entire process is only as effective as this most ignored step. If you don’t apply an effective, comprehensive effort to step one, you are not likely to find and hire a strong sales person that will succeed.
There is a wide range of processes for identifying ideal candidates. One highly recommended tool is the S.E.A.R.C.H. Matrix designed by Midwest Assessments, Kansas City. The Matrix identifies desired skills, experience, attitudes along with expected results required cognitive skills and desired habits. A client who recently used this tool as part of a comprehensive Positionalysistm said, “I’ve never been more confident in making a hire than the hire I’ve made using this disciplined process.”
The Second Most Critical Step
Although many managers feel that the interview is second in importance, leading employment research companies suggest otherwise. Any candidate can make a positive impression. However, the ability to create a “warm” environment does not indicate the ability to build revenues. Two equally likeable candidates may produce very different results.
Therefore, assessments are the second most important step because they provide objective data about the candidate. In addition to helping you conform to EEOC Guidelines, the right test confirms or challenges your impression of the candidate. There are many assessments designed for unique workplace applications: psychological tests, personality tests, behavioral styles tests, as well as tests that analyze aptitude, values, integrity, and beliefs that support new-business development.
The Interview
Although the interview may be the least significant step in the process, no other step can help you measure self-presentation, composure, maturity, style or resilience.
Clients often ask me to interview candidates for them in order to provide a third-party perspective. Recently, after making a presentation alerting employers to the trap of the “halo” effect (that glow created by good interviewees), I walked into an interview with a candidate who greeted me with a warm, charming aura. She knew how to build rapport quickly. For many jobs, this warmth would be sufficient. However, when high-ticket items are on the line, it’s important to know that the candidate has the strength to ask probing questions. Did she have the ability to discuss price/value of technology and handle concern? By the end of the interview, when she found out that she didn’t have all the beliefs needed to support her success, she turned hostile. She likely would have behaved similarly with clients. So beware of the “halo effect.”
According to a Michigan State University study, it is estimated that over 90% of all hiring decisions are made from an interview, which is only 14% accurate in predicting success. One of the reasons for its lack of reliability is that most people don't know how to interview. They are not taught the right questions to ask or how to formulate questions. They are not trained on body language, tone of voice and other factors.
One of the advantages of investing in the S.E.A.R.C.H. process is the ability to develop behavioral questions that target the beliefs and experiences needed to succeed. Whereas you have only a 14% success rate with an interview alone, by combining all available resources (reference checking, testing personality, abilities, beliefs and interests, and a well-defined S.E.A.R.C.H. Matrix), you will increase your success rate to 75%.
The Resume
The resume is another tool that is far less important than it once was. A
professional resume writer can create a million-dollar resume for just about
anyone. Similarly, references have been of questionable value for years since
many companies are fearful of legal reprisals. Studies indicate that 30% of
resumes are distorted. The National Referencing Corporation reported in
Management Style that 30 million people have secured employment by lying on
their resumes.
About the only thing a resume can predict is the length of time a candidate may remain with your company and the time of year when he or she is susceptible to a slump. The employment section of the resume is telling. People tend to remain in each job for a certain period of time. You will see this pattern repeated over and over again. Others who change jobs tend to do