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Private party is seeking potential licensees to produce, market and support a patented 'curve jumping' software product in the Project Management Industry.

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Reach the largest Tech Audience in the State
 
Want to advertise?

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Small ads are $75/ad. Large ads are $125/ad. That's the range. Buying 5 ads at a time cost $50/ad (small) or $90/ad (large). Buying 15 ads at a time cost $35/ad (small) or $60/ad (large).

The email lists reach 5100+ people; mostly in the Twin Cities metro area, mostly in the tech business. The MedicalSuds email list reaches 2200+ in the Twin Cities.
 

NetSuds Sponsors


 

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
        2.0  Jobs in the "com and .com" Market
        3.0  Calendar of Events
        4.0  Tidbits
               4.1    NetSuds on Tour - Ittrium
               4.2   
Email Advertising
               4.3    Volunteer Virus Busters Needed: 2003 Nonprofit Tech Trek
               4.4    $100M Start-Up in North Dakota
               4.5    Skype - Telecom or Not Telecom?
               4.6    Commercial Real Estate Market Report
               4.7   
NetSuds CEO Roundtable - Next Roundtables starting in January 2004
               4.8    Monet Mobile - Innovation in the Heartland
               4.9    Technology Fellowship Grants
               4.10 
NetSuds Executive Search - www.netsuds.com/search/
        5.0  Fame vs Fortune: Micropayments and Free Content
        6.0  Retirement Plan Rollovers
        7.0  Rules for Successful Recruiting
        8.0  Minnesota PUC Blocks BroadBand Opportunity – State is First to Thwart Innovative Technology
        9.0  A Call To Action
       10.0 Guest Writers for this Report


1.0 Heard on the Net

1.1 People on the Move:

Please email:  people@netsuds.com to report a change in your job status if you are moving from or to a company in the "com or .com" space.  Include your new work contact information, not just your personal contact information.  We do not accept press release changes from third parties.  We must hear directly from the person who is 'on the move'.   You can include a 80 x 100 pixel (width x height) photo in JPG or GIF format.

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:

Please email:  start-ups@netsuds.com to report (1) the formation of a new start-up, (2) momentum change at an existing start-up, (3) addition of key hires, or (4) a funding event at a start-up.  We do not accept press release changes from third parties.  We must hear directly from an executive at the company which is '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

Please email:  jobs@netsuds.com to report job openings in the "com and .com" Market.  In the body of the message, give the name of the company and a URL link to the job postings.

*          GMAC RFC - https://careers.gmacrfc.com/servlets/iclientservlet/careers/?cmd=start
**         HighJump Software - http://www.highjump.com/careers/opportunities.asp
**         
St. Croix Medical - http://www.stcroixmedical.com/_private/cgi-bin/positions_list.htx
**         Sinex Aviation Technologies - http://www.sinex.com/about/openings.htm
***       
Dakota County Technical College - http://www.dctc.edu/employment_opps.asp

Read about the new NetSuds Executive Search - www.netsuds.com/search/ - in section 4.10
How did one out-of-work Design Engineer from Ohio get hired -- right over the phone -- after making a simple telephone call to his old manager?

Discover the answer -- and learn about 50 other job search secrets -- in a controversial new report ... Click here
Renowned entrepreneur and local resume-writing expert Kevin Donlin - www.gresumes.com - is available to assist you in writing a powerful, effective resume.  Kevin can also help you with cover letters and job search coaching.  Contact Kevin at guaranteed.resumes@netsuds.com and tell him Matt Noah referred you.


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
MedicalSuds - http://www.netsuds.net/cgi-bin/calweb/calweb.pl?cal=MedicalSuds

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.

10/21 MedicalSuds Entrepreneurs Breakfast
         
http://www.medicalsuds.com/eb/2003/october/

10/22 NetSuds Best of Business Breakfast on Broadband
         http://www.netsuds.com/bob/2003/october/

10/22 NetSuds Telecom Policy Summit & Reception
         http://www.netsuds.com/tps/

10/22 NetSuds Evening Gathering
         http://www.netsuds.com/eg/october/

11/06 NetSuds Evening Gathering - TBA
         http://www.netsuds.com/eg/november/

 
 Date  Subject  Location
10/10
8:30a-4p
MAP's TechTrek: Nonprofit Virus Blasters 2003  
10/13
(holiday)
 Columbus Day
10/13
(all day)
Upper Great Plains Technology Conference     Fargo, ND.
10/14
(all day)
Upper Great Plains Technology Conference     Fargo, ND.
10/14
5:30-7:30p
Reception Welcoming Manitoba IT Companies (RSVP Required) Solera Event Center, 900 Hennepin Ave, Minneapolis
10/21
6:30-8:30a
MedicalSuds Entrepreneurs Breakfast DoubleTree Hotel, 1500 Park Place Blvd., St. Louis Park, MN 55416.
10/22
6:30-8:30a
NetSuds BOB Breakfast (Broadband) Marriott SW in Minnetonka, 5801 Opus Parkway.
10/22
10a-9p
NetSuds Telecom Policy Summit & Reception    Marriott SW in Minnetonka, 5801 Opus Parkway.
10/22
6-9p
NetSuds Evening Gathering Marriott SW in Minnetonka, 5801 Opus Parkway.
10/23
8:30a-12:30p
Disaster Recovery Summit by Iron Mountain    
11/6 6-9p NetSuds Evening Gathering (TBA) XO Communications, Minneapolis, MN.
10/26
(holiday)
 Begin Standard Time

4.0   Tidbits

4.1 NetSuds on Tour

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


OFFICE PROPERTIES

Vacancy rates stable--for now.   Vacancy rates again are essentially unchanged from the prior quarter, rising by only 0.23%, which is too small to indicate a trend.  In the market overall, sublease space dropped by 0.1% to 3%, and the direct available vacancy rate is standing at 16.34. The vacancy rates for the Minneapolis Submarkets range from a low of 12.8% in the BEA (Burnsville, Eagan, Apple Valley) to a high of 27% (down from 31% in the last quarter) in the Northwest corridor.  No new speculative construction is scheduled to be completed this year.  

Negative Net Absorption.  After a small positive absorption in the 1st Quarter, the 2nd Quarter returned to negative absorption of 92,035 square feet.  However, the largest Submarket, I-494, had positive absorption of 115,717 square feet and is far off the pace of a year ago when negative absorption reached 1.8 million square feet.  Landlords are thereby encouraged that things are beginning to change despite a slip in absorption from 3 months ago.  

Asking Rates Still Drop, Incentives Continue.  Free rent continues to reduce net effective rates and other concessions and incentives are offered to tenants.  No sign that this will change anytime soon.  For the quarter, average asking rates dropped another $0.42 per square foot. 

Transaction Highlights.  The long-awaited completion of the Medica relocation into 213,000 square feet at 401 Carlson Center occurred this quarter.  Fair, Issac  relocated from Arden Hills to downtown Minneapolis in the AT&T Tower taking 72,000 square feet, mostly via sublease from Utility Engineering Corp., a subsidiary of Xcel Energy which is relocating back to Denver.  Best Buy is under contract to sell its former HQ in Eden Prairie to CH Robinson, and both Lifetouch and Wells Fargo Home Mortgage have announced plans to expand their respective facilities. 
 

INDUSTRIAL PROPERTIES 

Vacancies Up--Again.  The Availability Rate for the Minneapolis/St. Paul Industrial Market has increased again to 9.22%, up from 8.32% last quarter and 8.17% for the last quarter in 2002.  This jump was larger than the prior quarter’s increase and will likely continue for the next 2 quarters. 

Negative Net Absorption.  After one quarter of positive net absorption, the 2nd quarter turned negative again to the tune of 1,041,788 square feet, bringing the year to date absorption to a positive 273,714 square feet.  The remainder of 2003 is projecting a return to positive absorption.  The Midway area showed the greatest absorption, while the Southern metro combined for over 700,000 square feet of negative absorption.  

Asking Rates Unchanged.  Average asking rates ticked up slightly to $4.12.   New space that has come into the market less than full has resulted in only modest increases in asking rates. However, asking rates are not representative of market rates which are still significantly lower. 

Transaction Highlights.  Valley Green Business Park in Shakopee landed two significant deals after absorbing huge losses of space with the departure of ADC Banta’s Fulfillment Services Operations took down 123,000 square feet in the Park, and North American Membership Group leased another 67,000 square feet. The 133,000 square foot Phase 3 of the Park has been empty since 2001.  In St. Paul, the 100 year old Landmark Brewery complex along West 7th street is being marketed for sale, consisting of 556,192 square feet and 12.7 acres.  The target market is a redevelopment into a mixed-use complex, or food and beverage companies that may be able to utilize existing equipment.

4.7  NetSuds CEO Roundtable - Next Roundtables starting in January 2004

NetSuds is opening up another group of CEO Roundtables in January 2004.  If you are tech or medtech CEO and want to join us, (the first session is free), contact matt.noah@netsuds.comA synopsis of the CEO Roundtable can be found at www.netsuds.com/ceo/  It is repeated here as well.

NetSuds CEO Roundtable

Membership  Only CEOs of tech and medtech companies are allowed to join the NetSuds CEO Roundtable.  If you are a VP, CxO or President, you are not welcome unless you also hold the CEO title.  Perhaps we will start a CFO, CTO or COO Roundtable but until then, we are only interested in the top dog, the CEO.  If you are interested in becoming a member, contact matt.noah@netsuds.com.  Membership is not automatic.  There must be an available spot open in the roundtable.  You must have employees.  Your company must be incorporated.  Your company must be a tech (communications, IT, software, Internet) or medtech (medtech, biotech, life sciences) company.  You must pay a yearly fee of $1000 in advance.  You may not send substitutes to the Roundtable. 

Roles  Unlike the days of knights, kings and Camelot, there is no king of the NetSuds CEO Roundtable; only a facilitator; Matt Noah, CEO of NetSuds.com, Inc.  Knights are replaced by CEOs and the table won't be quite round.

Schedule  The Roundtable will meet 10 times per calendar year.  Our initial roundtable is meeting the last Tuesday of every month.  Each meeting lasts between 1.25 and 1.50 hours starting at 7 am.  A facility convenient to the majority of Roundtable members is used.  A continental breakfast is served.

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.

http://www.usistf.org/fellowship.html

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



5.0  Fame vs Fortune: Micropayments and Free Content

From NEC @ Shirky.com, a mailing list about Networks, Economics, and Culture, Subscribe at http://shirky.com/nec.html

Micropayments, 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?

    • Professional Help: I believe in the value of having professional help in your retirement planning and asset allocation process. Generally speaking, this is much more available to you with a self-directed IRA started with the help of a financial services professional. This process should include periodic reviews to address changes in your employment, risk tolerance and time horizon to retirement.
    • Control and Flexibility: In some cases, you will have a wider range of investment choices available to you with a self-directed IRA than in an employer-sponsored plan. More investment choices increase the potential for diversification and better asset allocation to more closely match your personal risk tolerance and time horizon to retirement. Bear in mind, no investment strategy can assure a profit or protect against a loss.
    • Further Contribution: If you decide to start your own business or begin work with a new employer that does not offer an employer-sponsored plan, you may be able to make further contributions to your IRA.
    • Conversion Options: A self-directed IRA can be converted to a Roth IRA. Consult a financial professional to see if this makes sense given the taxes that may be due upon conversion.

Here are a couple additional tips to prudent retirement plan management:

    • In most cases if your account holds less than $5,000 you will most likely have to move it out of the plan.
    • Consider rebalancing your retirement plan portfolios; periodically selling some of the winners and buying more of the losers to maintain your original asset allocation. Bear in mind the value of investments may fluctuate and be worth more or less than their original cost when sold and past performance does not guarantee future results.
    • Contribute more. Increase your contribution by at least 1% every year until you either reach the maximum you can contribute or feel you are contributing all you can afford.
       

7.0  Rules for Successful Recruiting

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. 

Sequence

Task

Importance

 

 

1

IDENTIFY

1

 

 

2

SEARCH

4

 

 

3

QUALIFY

3

 

 

4

ASSESS

2

 

 

5

INTERVIEW

5

 

 

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