|
1.0 People And Companies On The Move CLICK HERE FOR PEOPLE AND COMPANIES ON THE MOVE In the past, we've published information about people and companies on the move in our monthly report. Now you can publish and view that information instantly on our web log (blog)! To view, click on http://netsudsannounce.blogspot.com/. You can report a change in your job status if you are moving from or to a company in the "com and .com" markets. Include your new work contact information, not just your personal contact information. If you don't want to use the BLOG, send me an email at onthemove@netsuds.com. I'll publish the information for you. If you are with a 'company on the move', email onthemove@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 releases from third parties. We must hear directly from a company that is ‘on the move’. You can include a 80 x 100 pixel (width x height) photo in JPG or GIF format. Why email only to your small email list of associates when you can post this information on the blog and have 5500+ NetSudsers view it. To publish to the blog send me an email requesting permission. After you have an account, you can post to the blog as much as you want. You need only follow some common sense guidelines, e.g. don't post every press release, don't post sales information, don't post defamatory statements, etc. If you "spam" the blog, you will be removed.
2.0 Jobs in the "com and .com" Market
3.0 Schedule of Events You can use our online calendar by clicking here for NetSuds and here for MedSuds. 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". 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. The Calendars are accessed at
NetSuds -
http://www.netsuds.net/cgi-bin/calweb/calweb.pl?cal=default
4.0 Tidbits
Here are the top 50 searches on
Lycos
on a weekly basis:
http://50.lycos.com/
4.2
Email Advertising
The
NetSuds and
MedSuds
email lists reach 8000+. The
NetSuds
email lists are double-opt-in and concentrated on professionals in the
communications, IT and Internet markets. The
MedSuds 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
MedSuds
lists. Contact
matt@netsuds.com or 612.605.5252. For current ad rates, visit
www.netsuds.com/adrates.htm.
4.3
NetSuds
CEO Roundtable - Next Roundtables starting in June 2004
NetSuds
is opening up another group of CEO Roundtables in June 2004. If you are tech or medtech CEO and want to join us, (the
first session is free), contact
matt@netsuds.com.
A 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@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 $1200 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 on the last
Tuesday of every month. Each meeting lasts 2.0 hours starting at 7 am. A facility
convenient to the majority of Roundtable members is used. A continental breakfast
is served. 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.
4.4 Cell Phone Extensions with VoIP From the May 13 ePublication of Internet Week ... With most cellular telephone users on contracts that give them hundreds
of free service minutes each month, you wouldn't think it would make sense
to come up with a relatively complicated product that would connect them to
the Internet so they could talk via VoIP...
http://update.internetweek.com/cgi-bin4/DM/y/eg3Z0GPAFJ0G4X0CXBX0AB ...until you realized that virtually all the "free" calling is within the
U.S. only, and this product gives the ability to call overseas for just pennies
per minute, and doing it securely as well. Of perhaps more interest is the way the Internet is being used here solely as
a commodity transmission line for a consumer-oriented product. It's not the
first time, and it certainly won't be the last! -- David Fiedler
4.5
NetSuds
Executive Search
See the following URL for more information on our executive search service -
www.netsuds.com/search/
4.6 Broadband
Booms With 2.34 Million New Users
From the May 13 ePublication of Internet Week ...
http://update.internetweek.com/cgi-bin4/DM/y/eg3Z0GPAFJ0G4X0CXBY0AC
DSL continued to make impressive gains, with 1.17 million net additions.
4.7
Need Software Help?
www.rentacoder.com - Email me if you
have stories to tell about using this service - Matt -
matt@netsuds.com
4.8
Emails Being Read?
www.didtheyreadit.com
- a tool to consider.
4.9 Capital Formation
Institute Office of Science, Technology Transfer and Economic Outreach
University at Buffalo, 1576 Sweet Home Rd., Amherst, NY 14228 May 25, 2004 Press Release for Immediate Release NASVF and CFI Jointly Announce the Creation of the Capital Formation
Institute as an Affiliated Non-Profit Research Organization The National Association of Seed and Venture Funds joins with the Capital
Formation Institute in announcing the creation of a new non-profit
organization dedicated to research in early-stage capital formation and
enterprise creation. CFI Mission Statement (adopted by CFI Board Nov. 3, 2003) The mission of CFI is to become the premier international research and
educational entity in the fields of early stage capital financing and
enterprise creation and growth. This mission will be accomplished by
sponsoring and conducting leading edge research projects, by recruiting
researchers, by soliciting program and project funding support from both
public and private sources, and by organizing and conducting educational
conferences, seminars, and workshops in the U.S. and worldwide (based upon
this research). CFI Management Team CFI is currently managed by its Corporate Board of Directors and is
assisted by a volunteer Research Advisory Board. Current Board Members are:
Dr. Richard T. Meyer, Chairman; Woodrow Maggard, President; Charles J.
Spies, Secretary-Treasurer; Steve Grizzell, and John W. Sibert. The Board of
Directors is in the process of being expanded to a board of 12 to 15 persons
that represent corporations, capital investment firms, federal
organizations, universities, research entities, and entrepreneurs. The Board
will be responsible for setting policy, programmatic goals, and fund-raising
targets for CFI. It will be composed of persons that can provide the
expertise and prestige required of CFI to achieve its goals. The Research Advisory Board (RAB) exists to serve the Corporate Board and
the Executive and Research Directors. It is composed of persons from
throughout the communities of early-stage capital investors, researchers,
and business creation. The RAB will help CFI to set research priorities, to
review research proposals, to allocate research funds, and to review ongoing
and completed research projects. Current RAB members are: Mr. Michael
Cassidy; Dr. Robert S. Schwartz; Dr. Joseph E. McCann III; Dr. William E.
Wetzel, Jr.; Dr. Frank Hoy; and Dr. Patricia Greene. CFI Products and Services CFI's products and services to those engaged in early-stage capital
financing, business creation, and entrepreneurship will consist of the
following: 1. Sponsored research (research funded by outside organizations) The first CFI research project will be to conduct a survey of public and
private early-stage capital funds somewhat analogous to a series of surveys
conducted by Dr. Meyer from 1986 through 1998. Fund managers who would like
to be included in this survey process should so indicate to Dr. Meyer at
OrionRTM@aol.com. Persons who have suggestions for future research projects to be conducted
by CFI may submit their topics to Dr. Meyer (505-343-9500) or any of the
Corporate Board or Research Advisory Board members. 5.0 Matt Hockin's Interactive Marketing
Newsletter "Get Maximum Results By Optimizing Your Marketing", Edited By: Published By:
Matt Hockin Interactive Marketing, Inc.,
matt@interactivemarketinginc.com Refer A Friend: www.interactivemarketinginc.com/newsletter.htmlIN THIS ISSUE: New Article: How To Use Publicity As A Search Engine Optimization Tactic For Increasing Your Website Links And Traffic You have a great product or service, but your website is not getting the traffic you desire because it's not ranking at the top of the critical search engines like Google and MSN Search. Maybe you've even paid a search engine marketer to assist you with Search Engine Optimization (SEO), the process of tweaking your Web page's HTML code, linking structure and adding the appropriate keywords and content to your web pages. Perhaps you're spending a lot of money on advertising at the Pay-Per-Click Search Engines (PPCSEs) like Google AdWords and Overture, yet you're not getting enough clicks and you're spending more money on those clicks than you're comfortable with. So what now? Well, after optimizing your web pages for the Search Engines (called "on the page" SEO), the SEO gurus will tell you that you now need to beef up your "off the page" SEO by getting quality keyword-focused links from OTHER websites pointing TO YOUR WEBSITE. This is the process of boosting your website's "link popularity" and Google "PageRank" scores. OK, great. So you've added your website to the Yahoo! Directory, Open Directory and a handful of other and websites, yet you still have a lousy PageRank of only 3 or 4 and your competition is killing you with their PageRank of 7 or more. The top players in your industry are still dominating the top 10 Search Engine rankings and crowding you out from getting top rankings and higher traffic! Does this situation sound familiar? It probably does. This scenario is playing out all across the web, yet there is a simple solution to the problem. Publicity. Publicity is the art of gaining exposure for your website, product, or service with press releases, articles, and other promotional methods. Publicity is not a new phenomenon, it's been around since at least the 1800's during the days of legendary P. T. Barnum, the businessman who built his company with publicity. Barnum had the following to say about the subject... "Without publicity a terrible thing happens... nothing!" How true this still is 150 years later. A consistent publicity campaign can get you links from some of the best websites, newspapers, and magazines on the Internet. Not only will these links provide your website with the PageRank numbers you need and the corresponding improvements in your Search Engine Positioning, but the links themselves can bring you a significant about of targeted "ready-to-buy" traffic. For example, just a small mention on Entrepreneur Magazine consisting of a title, description, and link got a client a bunch of new prospects and clients for his service business. He was delighted, and this was just one of many publicity hits and links he's received! The Top 10 Tips For Using Publicity For Getting Links And Traffic Here are a few of my tips and resources for getting publicity and links on the Internet, AND getting news stories and articles in the newspapers, magazines and radio shows. TIP #1: Be Consistent - Stick With It For The Long-Haul For maximum results, I suggest using public relations as a long-term awareness and link-building campaign. This will allow your messages to be delivered to the appropriate audience and generate visibility, traffic and sales for you. The biggest mistake I see small businesses making with publicity, is they're not consistent at all, only sticking with it for 1, 2, or 3 months. Or even worse, they complain because they're spending too much time on publicity because they're getting "too many" article and interview requests from the media, so they quit. This just doesn't make any sense. How can you be successful with such an attitude? Another reason it pays to be consistent is because sometimes you'll send out a press release and get no response back, no publicity, nothing... This is when most people quit, when they should realize that publicity can be a "numbers game" that generates exposure over the long-run if they would just stick with it. Here's an example: A few months ago I got a call from Fortune Small Business (FSB) magazine from a press release I sent to them over a year ago! They filed my press release away and then pulled it out and called seeking an interview with one of my old clients. They needed a source for a Search Engine Marketing story they were writing. This client was "too busy" to give the interview, so I called my colleague, website and search engine optimization guru Shari Thurow who gladly gave the interview. The final result for Shari is that she got a great write up in FSB. Then USA Today saw the article and wrote their own version of it with Shari as the SEO expert. Shari has since been in USA Today two more times and received many leads and new clients from the free publicity. As you can see, consistency is the key! So make the time to write press releases, handle the press inquires, give interviews, and get publicity. TIP #2: Offer Great News Ideas And Quality Articles To maximize your results, don't send "flack" to the media. "Flack" is blatant advertising disguised as a press release. Instead of wasting the media's time, be their ally by sending great news ideas and quality articles that help their audience. Don't think you have enough time or ideas for writing articles and press releases? You probably already have the content for 12 press releases or articles without having to write a bunch more new content. Where is this "hidden" content that's already written. It's the content on your website and other marketing materials. Simply "repurpose" it into announcements, articles, press releases, tip sheets, and other publicity materials. Send something to the media at least every month, if not every week or two. Schedule your news releases on your marketing calendar to stay on track. For more specific information about news ideas that get results, see my publicity tips page here... http://www.publicityadvisor.com/tips.htmlRECOMMENDED RESOURCE: Paul Krupin authors an excellent book titled "Trash Proof News Releases." This is a $37 book that offers a large collection of real-world examples of successful news releases that brought remarkable (sometimes amazing) results to their clients. Use it to get ideas to emulate to get publicity for yourself. This is a must-have for anyone who wants publicity from the media. Click here ... http://www.trashproofnewsreleases.com/ http://www.TrashProofNewsReleases.com/g.o/matthockinTIP #3: Get Your Articles Published In The Article Databases Positioning yourself as an expert in your industry is a highly-effective way to get publicity, and writing articles based on your expertise is a great way to get links to your website. Your articles can be used to set you up as the expert and increase your links, search engine rankings, traffic, and sales. Each article can (and should) give you a minimum of 20 more in- bound links! How? Buy sending each of your new articles to editors and producers at industry websites, newspapers, magazines, and radio/TV shows. Also submit them to the following websites and get additional links to your website... AllArticlesNet http://www.allnetarticles.com/Amazines http://www.amazines.com/ ArticleCentral http://www.articlecentral.com/ ArticleCity http://www.articlecity.com/ Author Connection http://www.authorconnection.com/ EBooknBtyes http://www.ebooksnbytes.com/articles/ EzineArticles http://www.ezinearticles.com/ Freesticky http://www.freesticky.com/ Go Articles http://www.goarticles.com/ IdeaMarketers http://www.ideamarketers.com/ Use this great tip I found in a discussion forum that will help you with getting links to your website from your published articles... "I have a client who solved the problem of getting publishers to make the links in her byline live. She added a page to her site called "Published By" and she lists all the places she has been published. She then notifies anyone who hasn't activated her links that she will add a link to the name of their publication in return for active links in her byline. So far everyone has complied and it's working out really well. Feel free to try using this technique yourself!" TIP #4: Sign Up For PR Leads Sick and tired of seeing your competitor's name in the media instead of yours? Sign up for PR Leads to connect with media professionals that need sources for their news stories, shows, and articles related to your industry. You'll get e-mail alerts when media professionals are looking for sources related to your industry or expertise. This is a great service, and it's one of the easiest and cheapest ways to get publicity and links. Be aware that there is competition for these publicity opportunities. Be proactive and quickly send them a great "pitch" that compels them to contact you over everyone else. http://www.prleads.com/TIP #5: Expand Your Publicity Campaign By Building A Media List In the publicity game, your greatest assets are your contacts. Since you know your ideal customer, you can target the media and publications that your customers use to get information. Your media list should consist of the following types of media... * Industry-specific websites * Trade publications * Newspapers * Magazines * Radio & TV shows Build your own media list only if your target market is in a very narrow niche and the writers serving your industry can be easily identified. Otherwise, it is usually more efficient to use an outside service to build your media list and distribute your press releases. TIP #6: Start The Relationship Right By Introducing Yourself Instead of just sending e-mail press releases and articles to media personalities without them having a clue who you are, introduce yourself and start building a relationship. I do this whenever I start working on a new client's PR campaign, and the media appreciates it, which in turn increases my ability to get publicity. So tell them who you are, what you specialize in, and how you can help them as an information source for their stories. They'll appreciate your style. TIP #7: Distribute Via E-Mail A 2003 study by the Meta Group revealed that approximately 80% of business people say their e-mail is more valuable than the phone. This applies to media professionals as well, so send your press releases and articles via e-mail. E-mail is f*ree and easy to use, but adhere to these quidelines for e-mail press releases... * Use a compelling subject line that is personalized by including their first name. * Never ever send attachments * Be sure to format your e-mails in ASCII text file with hard returns at 65 characters. (I use Microsoft Notepad for ASCII) * Following up via the telephone will greatly increase your results, but never ask "did you receive my press release?" (The media hate that since they get hundreds a day!) For more specific information about formatting your press releases for e-mail, see my publicity tips page here... http://www.publicityadvisor.com/pressreleaseformat.htmlTIP #8: Post Your Articles On Your Website And E-Mail Newsletter Content is king on the Internet, and the search engines love websites with great niche content. Your articles and news releases are a perfect source of keyword rich text that's tasty "spider food" for the Search Engine crawlers. So, post your articles and press releases on your website to increase your traffic. But don't stop there. Send them to your e-mail newsletter subscriber list, you never know who might be on your list who will love your article and link to it! CONCLUSION: As P.T. Barnum once said... "Without publicity a terrible thing happens... nothing!" Publicity is a great way to build your website links, visibility, traffic and sales. Use these tips and the other resources available at my publicity tips page to maximize your campaign's success. http://www.publicityadvisor.com/tips.htmlGood luck. ;-) Article by Matt Hockin, of Interactive Marketing, Inc. Matt Hockin assists business owners with increasing their growth and profits with cost-effective, high-ROI sales and marketing systems. http://www.publicityadvisor.com/ http://www.interactivemarketinginc.com/* F*ree 1-1-1 Consultation * F*ree "Referral Marketing Toolkit" * F*ree Newsletter Simply forward this newsletter to a friend and ask them to visit: http://www.interactivemarketinginc.com/SUBSCRIBE: If you would like to receive it regularly you can sign up at: http://www.interactivemarketinginc.com/newsletter.htmlCONTACT INFORMATION: Do you have comments, ideas, or questions? Contact me... Matt Hockin, Interactive Marketing, Inc., 11136 SW 64th Avenue, Portland, OR 97219, matt@interactivemarketinginc.com http://www.interactivemarketinginc.com 503.246.13756.0 Software Cooperatives - A New Paradigm For Rapid, Cost-Effective Development Corporate Collaboration Avalanche Gaining Momentum by NetSudser Mike Ellsworth, mellsworth@stratvantage.com Is your enterprise grumbling over symptoms like forced software upgrades, sunsetted software that is no longer supported, and hefty annual maintenance fees that deliver little ROI? Do you get the feeling that you’re duplicating the effort of dozens of companies like yours whenever you upgrade an enterprise system or suffer through a desktop operating system upgrade? Three years ago, a group of local CIOs decided to do something about their lack of control over mission-critical software. “A lot of us are really sick of getting jerked around by software companies,” says Andrew Black, CIO of Jostens. “We’ve tied our destiny to sets of technical products that we don’t control.” So rather than continue to complain, Black and several of his peers from Best Buy, ePredix, Integral Business Systems, and Born decided to band together and create their own medicine to get more value for the money they were investing in application software. The result is the Avalanche Corporate Technology Cooperative, a new concept in enterprise software. Avalanche is a collaborative initiative that aims to reduce the cost and increase control over corporate software. According to a survey by CIO.com (2001), almost half of the IT professionals surveyed were unsatisfied with the quality of their business software. Commercial enterprise software implementation projects are plagued by delays and complexity, and companies struggle to stay current with the latest revisions. With on-going support costs comprising almost 40 percent of the overall expense of an ERP solution’s 3 year TCO (META Group), it’s no wonder CIOs are desperately looking for ways to improve the ROI of existing software. It does not appear the software vendors share this goal. Therefore, corporations are spending more and receiving less ROI: • Corporations spend billions of dollars annually on software licenses with marginal ROI • Total cost of ownership over five years is up to 20 times the initial software license • Corporations are forced into vendor upgrades (averaging less than every three years) incurring significant cost
•
This year, IT infrastructure cost will surpass facilities
infrastructure cost in 20 percent of global enterprises Faced with all these rising costs, CIOs have no choice but to do more with less, striving to achieve higher levels of productivity from their staffs. But higher productivity is not the only possible solution to the CIO’s dilemma. What if IT staffs could spend time developing only the unique and competitiveness-enhancing portions of the business’ applications and infrastructure? What if they didn’t have to duplicate the same efforts that dozens or hundreds of other similar companies are doing? What if the concept of reusability could be extended outside the enterprise to leverage efforts and assets of peers? The result would be less work for IT staff, increased innovation, and a more collaborative approach to the problems every corporation has. For example, each corporation’s Oracle version upgrade is fundamentally similar, with only a small percentage of tasks being unique to the implementation. Rather than each company expending time, effort, and money developing project plans, methodologies, and procedures for accomplishing similar tasks, the Avalanche concept allows corporations to collaborate to create best demonstrated practices that can be shared among members.
Thus, one member company can contribute an upgrade plan to the Cooperative, as Jostens has done. Other members can use and improve the plan, and contribute it back to the Repository, thus adding value to the original member’s effort. That’s the concept at the center of Avalanche’s mission: To provide a framework to allow corporations to share operational software, plans, and techniques and thus reduce the cost of their own IT efforts and improve their ROI. But Avalanche goes beyond this concept by allowing members of the Cooperative to harness the strength of numbers to not only share intellectual property (IP), but also to collaborate on projects that generate new IP. Its subscriber agreement enables IP to be shared by and between the Cooperative and its members as well as enabling its members to collaborate without legal liability risks. Membership is open to corporate “IT consumers” as well as consultants and hardware and software vendors. “From the commercial vendor standpoint, Avalanche can be like a user group on steroids,” Jay Hansen, Avalanche CEO says. “We’re talking to major software vendors about the benefits of their membership in Avalanche.” Indeed the collaboration infrastructure Avalanche has put into place can offer tremendous value to vendors who may find it difficult to connect so directly with their major customers. Collaborative Commerce One collaborative model that inspired Avalanche’s approach is the Open Source model, which has been actively used by various organizations since the mid-1980s. There is no doubt that Open Source software such as Linux has made a big impact on corporate computing over the past few years. In a survey of InfoWorld’s CTO Network, only 28 percent of respondents said they were not using or planning to use Open Source software. The Open Source model has many benefits as well as weaknesses. Advocates argue that the benefits such as cost, control, and sharing (both risk and knowledge) far outweigh the weaknesses. However, leveraging the Open Source model in a corporate mission critical environment has been challenging. Black says “I think originally we thought we’d go out and find a lot of open source applications to run off the shelf, but we found they were really lightweight and I wouldn’t trust my company to them. I need a longer life span for my applications than I think the open source community is targeting.” Although the idea of Avalanche adopting Open Source software was a non-starter, the rich, collaborative environment of Open Source software development was attractive. “The development model of Open Source software is wonderful,” says Turbolinux Chief Executive Ly-Huong Pham said in a News.com article. “But let’s not confuse a development model with a business model. Basic business principles were forgotten by some.” Avalanche did take some important concepts from the Open Source movement, including the idea of collaborative source, a shared code base enhanced by members and available for use exclusively by the membership, rather than the public at large. And several other Open Source concepts underlie the Cooperative’s approach, including the idea of leveraging the collective knowledge of a large body of developers. “One-to-one collaboration is pretty inefficient and doesn’t scale well,” according to Black. “With a Web-based collaboration platform like Avalanche, companies all over can take advantage of a project plan or what my team has learned about getting a particular set of applications to work together. Avalanche is about scaling up collaboration.” Innovative Licensing Agreement One of the most significant achievements of Avalanche is the software licensing agreement that governs the use of the IP in the Repository. Painstakingly crafted with the assistance of law firm Dorsey & Whitney, the software license allows Avalanche to indemnify members against any intellectual property infringement claim from third parties. Any contributed IP goes through a rigorous inspection and certification process that identifies and mitigates any real or potential IP infringement. Once certified, the IP is protected by the licensing agreement and members can use the software for internal purposes without fear of infringement claims. In a business environment where a vendor is litigating against users of Linux, this protection is comforting. One annual membership fee gives Avalanche members “All you can eat” access to all products and services offered by the Cooperative including:
IT consumer companies, consultants and vendors all can join Avalanche as full members, and there are benefits for each of these categories. Avalanche’s by-laws clearly state, however, that the Cooperative exists primarily for IT consumer members. Two-thirds of its board members, at a minimum, need to be IT consumers. Its software is distributed to all of its members, including vendors, but its by-laws also state that all members must use the IP for internal use only and it cannot be shared with non-Cooperative members. Avalanche expects and encourages competing companies to join Avalanche. They remind companies that their competitors already have access to all the commercial software they buy and run, and the fact that Ford and GM, for example, both use Oracle has little effect on their competitiveness with one another. Having access to commercial software, or to software from the Cooperative, does not guarantee a competitive advantage. “It’s how you use it that differentiates your competitive advantage, not the application itself,” says Black. “If I’m OK with being in an SAP user group with competitors, why wouldn’t I be OK with sharing other kinds of intellectual property as well?” “We think our approach has the capability of revolutionizing the way we conduct IT,” says Elmer Baldwin, CEO of Born. “Done correctly, you can imagine a very different landscape a decade out. If you add up all the IT professionals in industry, we vastly outnumber the number of people in the software industry making products. Why can’t we leverage the power of the hundreds of thousands of developers out there who are busy making applications that are sitting inside our four walls? Just from a raw numbers game, being able to leverage the power that corporate IT is bringing to the table every single day is an industry-changing proposition.” For more information, contact: Jay
Hansen, CEO 7.0 Spanlink Communications Leads in the Growing VoIP Market by Delivering Real Solutions that Solve Real Customer Business Issues Minneapolis-based Spanlink Communications is at the forefront a major technology shift in the telecommunications industry from legacy circuit switched (TDM) to packet switched or Voice over IP (VoIP)-based communications networks. Leveraging 15 years of history building telephony and contact center products and a strong relationship with Cisco Systems, the predominant VoIP market share leader since 2000, Spanlink managed to double its year over year revenues for 2003 – just when many technology companies were still cutting back. VoIP as arrived, representing approximately 30% of all PBX phone ports shipped in 2003 (InfoTech). The benefits of VoIP technology are clear: · * Capital and operational expense savings by sharing converged resources · * Access to high-end features that would normally be cost-prohibitive for smaller, remote locations · * The flexibility to seamlessly connect customers to the best available service, regardless of location, be it a branch, a home office, or a contact center overseas According to Spanlink CEO, Brett Shockley, “VoIP as a technology is a strategic option for companies looking to reduce capital and operational expenses because it requires less infrastructure and, therefore, fewer resources to support it. But the applications that drive the business have to be there. In the contact center, for example, reporting, Computer Telephony Integration (CTI) and call recording are some of the fundamental applications that had to be robust enough in a VoIP environment for customers to make the transition.” Spanlink credits its early foothold in the industry to being able to deliver a full suite of must-have applications, as well as being able to respond quickly to fill in features gaps with software solutions when the underlying systems were struggling to provide the basics, such as contact center reporting. Within months of shifting their business from traditional contact center to Cisco-based IP solutions early in 2000, Spanlink had adapted and expanded their award-winning Concentric Solutions™ agent and supervisor desktop products to operate in a VoIP environment. The added benefit is that the applications are migration friendly – supporting a customer’s existing TDM investments as well as working in a new IP environment. Said Shockley, “One of the challenges of the VoIP evolution is feature parity. Switch manufacturers are so busy struggling for feature parity with TDM systems, that innovative applications that change the paradigm for OPex savings are virtually untapped. So, when many of the traditional leaders in the contact center space were struggling to keep up with food, shelter and clothing, we were winning early deals, delivering complete solutions, and helping customers recognize real success with VoIP.” In addition to software development, Spanlink also provides the architecture and deployment services for Cisco’s AVVID architecture, including data networking, IP telephony and IP Contact Center. Shockley believes that a combined product and services focus has been key to the company’s success in responding to customer needs. “System integrators generally provide deployment and support services on behalf of the system and software manufacturers and third-party applications, selling little or none of their own intellectual property. As such, they have essential no control over the features and functions they provide. Applications are generally integrated by the system integrators or software manufacturers with which they partner, giving them limited exposure to real customer deployments.” “By providing the deployment services at the front line, we have insight into the features and functionality that the market needs to achieve their business goals. That has made our product suite very strong, and has enabled us to respond very quickly to market demands. That is critical in today’s marketplace, particularly in the customer service space.” Key markets for Spanlink are enterprises, service providers and public sector. Enterprises Provide Superior Services at a Lower Cost The Enterprise market is in the midst of a major transition to VoIP based systems to simplify and consolidate their networks – driven, in part, by the maturation of older TDM-based equipment reaching end-of-life. This transition will force most Enterprise users to upgrade their obsolete TDM equipment or migrate to the newer VoIP architectures. An example is a life insurance company in Minnesota had a two-year old TDM-based system that was in need of an upgrade to deliver the business benefits they required. “Because the customer wanted to get ready for the future,” said Shockley, “they used their business need an opportunity to build a converged voice and data network to lay the foundation for more robust self-service options, multi-media capabilities that are tightly integrated at the agent desktop, such as email and Web co-browsing, and enhanced agent training via Web-cast." But they had contact center applications they needed day one to justify the switch to IP, including skills-based routing, blended agents and real-time reporting. Implementing this set of applications in an IP environment, the life insurance company was able to improve call handling productivity by 16% and management efficiency by 25%, which saves the company thousands of dollars each day. Among other benefits, VoIP allows the Enterprise to “virtualize” the communications services anywhere in the world. Virtualization enables locations to share core communications resources from a “central” location, which provides non-stop service and takes advantage of a lower cost of on-going operations. Spanlink recently signed a contract with a single customer to architect and deploy a 400-site IP Communications solution. The solution will virtualize telephony services for 398 branches and two contact centers across the U.S. It will be hosted out of two geographically distributed data centers, equipped with IP PBX, ACD and IVR products from Cisco Systems. Split resources between the centers will provide resiliency. When fully-deployed, the system will serve 4,300 agents and a total of 7,100 IP phones. “We believe this will be the largest, distributed IP communication and contact center solution ever deployed,” said Spanlink CEO, Brett Shockley, “and the beginning of what we believe is a major trend in the industry, where large, distributed enterprises will make high-level, strategic decisions to implement IP communications services centrally to minimize capital and operational expense overhead at remote locations.” “The improvements in the customer experience are also a huge benefit. With this 400-site solution, regional branches can continue to be the first line of contact for the business, in order to provide storefront service. Yet, if faster or more appropriate service is available elsewhere on the integrated customer interaction network, calls and customer information can be seamlessly routed between branches and specialized contact centers for world-class service.” “Virtualization has huge benefits, but it complicates operational and management issues, because it introduces a new paradigm – managing the integrity of a large system centrally while providing autonomous sites with daily operational control.” Shockley states that the key to tying this new age solution together and winning the opportunity is Spanlink’s CentralControl™ software that provides customer with the flexibility they need to manage virtual systems easily and appropriately on many levels. Each of the 400 autonomous branch and contact center sites require secure, administrative control to manage their daily communications operations, such as adding or removing users, changing phone features, and running reports. Spanlink’s multi-tent, multi-level CentralControl Administration will enable headquarters administrators to control equipment configuration and high-level site administration of IP PBX and ACD systems. Secure site administration capabilities within CentralControl Administration will enable branch and contact center administrators to perform their own moves, adds and changes remotely. CentralControl will also consolidate data from multiple system components to provide a comprehensive reporting and billing solution. The customer’s branch, district, regional and enterprise managers will utilize the secure, multi-level capability of CentralControl to retrieve reports for the portion of the business they manage. The Corporate IT staff will have access to rollups of billing data across the enterprise. VoIP Solutions for Enable Governments to Share Technology and Reduce Costs VoIP is also fiscally compelling for the public sector. A reduction of tax revenues has forced many governments to consolidate the services they provide, as well as make changes in telecommunications requirements for government agencies. For example, many state, local and international government agencies today are serviced by legacy Centrex or hosted/service provider-based voice architectures. Some of these agencies are looking at bypassing the service provider altogether and constructing converged private networks. A move to a state-run private network delivers dramatic cost reduction in on-going operational expenses as agencies can share the voice resources of the converged network. Hosted VoIP Services Offered by Service Providers Provide Added Revenue, More Simply Managed Service Providers are rolling out new offerings to “host” solutions for their subscribers that integrate voice and data services over the common IP protocol. Their market is small and medium-size businesses that can take advantage of a rich feature set that was previously cost-prohibitive for smaller organizations and not available through traditional Centrex-based services. The SMB market stands to enjoy the benefits that come from outsourcing, rather than internally supporting, the communications services that are not core to their business. Each subscriber’s phone users and contact center agents share the IP PBX, ACD, IVR and Voice Messaging resources hosted by the service provider. Partitioning gives the appearance that each customer’s phone users and contact center agents are a stand-alone system, when in fact they are part of a larger system. “To deliver to the Service Provider market, the VoIP solutions have to support multi-tenancy,” said Shockley. “That enables secure administrative control between subscribers, and also provides a way for service providers to push the more routine moves, adds and changes to their customers. In doing this, they can provide quick response to change request and control their own management costs.” Spanlink responded to this opportunity with their CentralControl product suite to very quickly gain traction in the Service Provider market, including a partnership with British Telecom in EMEA. Looking Ahead Analysts show the VoIP market size at about $7B growing at a rate of about 37% annually and faster in the specific area of contact centers. With more than 100 IP deployments to its credit, and 400 sites in progress, Spanlink has established itself as a leader by providing products and services that cost-justify the transition to next generation technologies. Any new technology introduces growth challenges. Spanlink has approached some of the key hurdles as an opportunity to create a competitive advantage and help customers justify and realize the benefits of Voice over IP in a meaningful way. 8.0 Search Engine Advertising in the Sponsored Area
by
NetSudsers Vern
Wright and Andy Lonergan of
www.firstonyahoo.com, vernw@firstonyahoo.com
Internet advertising has an ever increasing web presence with emails
now regulated by the spam laws, pop-ups, pop-unders, etc. Although effective,
these Internet media sources play the numbers and quite frankly are irritating
to the average consumer. When a consumer sits down to do a search for a
particular product or service, the search bar is where the ultimate decision
in real Internet dollars is made. With 800 million searches per day on the
Internet and that number climbing daily, certainly Internet search advertising
is becoming a key revenue producing vehicle in the overall Internet
advertising world.
There are researched Internet facts that indicate 50% of all consumers or
clients do business with the top three listings in the sponsored area or top
the web listings of any one category. Many times these are busy people who
need a product or service fast and efficiently. That is why advertising in
the sponsored area is effective and becoming the primary way businesses are
found. Frequently, and researched through our other business experience, when
a law firm in Florida is looking for a process server or court reporter in
Minnesota, they will use one of the first few listings under those categories
or search terms under Minnesota Process Servers or Minnesota Court Reporters.
These are busy people who don't have time to scroll and go through the web
listings. In most cases, the company that does list in the the sponsored area
is a key player in that industry and there is a certain perceived level of
trust of that advertiser. In many instances, there is a telephone call made
to the particular sponsored Internet advertiser and the sale is made. However
and increasingly, the entire transaction is done by email inquiry and response
or by order page and credit card order, IE shopping cart. This obviously is
more prevalent with products for sale through Internet sites with the ever
increasing billions of dollars transacted on the Internet each year.
Is sponsored search engine advertising effective? With all
search engines expanding search categories and search engines such as Yahoo!
spending 2.5 billion since Feb of 2004 to upgrade it's search engine purpose,
the answer is a resounding Yes. The proof is in the ever increasing Internet
use and dollars spent on Internet buying. More proof of this is cost of some
sponsored areas. The more generic the search term, the higher the number of
searches, thus the higher the cost.
A generic term such as Web Hosting can cost up to 352K per month and Credit
Cards costs upwards of 152K per month with Yahoo!, MSN and the other
Yahoo! affiliated search engines and there are the maximum eight sponsors that
are major players in each. Therefore, in cost terms these major companies are
seeing a ROI that justifies these high costs.
What are the benefits of sponsored Internet advertising?
Many companies are now targeting specific pages of web site with keyword or
search phrases that bring them to a particular product page in the web site
that is relevant to the search. Therefore, if a potential consumer or client
is looking for a particular product or service, the home page or directory is
bypassed to save this person time. Time saved is one of the benefits
of sponsored Internet advertising. This busy person appreciates the time they
saved and will remember this on there next Internet trip back.
Another benefit sponsored Internet advertising is visibility. There are
researched Internet facts that indicates that someone that takes the time to
scroll through listings and visits a web site but does not purchase the
product, frequently will visit that site five or more times before making a
purchase. If they did not bookmark the site, the scroller will frequently
forget where the site was located. However, if a web site is in the sponsored
area, it is always found as in the case of Yahoo!, it is on the top of every
page. The potential potential consumer or client will always see it when the
search page is opened and see it on the top of each page they scroll to. This
visability brings product or service identification to the potential
customer. It also sends a message to its competitors that it is a player in
it's particular field.
What are the sponsored Internet advertising methods and what are
the costs? At the present time the most common method is
pay-per-click or pay-per-performance done on a bidding process. This method
is time consuming and costly as a business must either use a service that does
it for them or have their own internal people bid it through a monitoring
bidding program. These are costs that are added to the varied costs that are
charged by the search engine for the number of click throughs to their web
site. There are researched statistics that indicate it can take a consumer
five or more click throughs before they make purchase a product. Each time
the business using this method pays for that click possibly without a
purchase. Lastly, there is never a guarantee that the business will remain in
the sponsored area due to fact they can be out bidded by other businesses and
the limited number of sponsors under each search category, usually eight
total.
The newer and more stable sponsored Internet advertising method is to use an
Internet advertising agency such as ours. We offer an affordable and cost
stable method of sponsored area advertising. We can not only guarantee search
engine placement in the first three spots in the sponsored area of Yahoo!,
MSN, and either sponsored area listings or first page web listings the other
Yahoo! 14+ and growing affiliated search engines but can also guarantee one
cost to the business that remains the same no matter how many click throughs
or if the area gets widely popular thus driving up the cost of each click on
the non-stable method. We take the liability of the increasing costs. With
this sponsored Internet advertising method, there is always the guarantee that
a business will remain in the sponsored area at the quoted price due to our
ambassadorship with Yahoo!
Sponsored area search engine placement advertising is a proven Internet
advertising vehicle. The increasing number of searches and dollars spent on
the Internet justify this conclusion. Now is the time to become a sponsored
Internet player. It not only increases a companies revenues but also it's
prestige.
9.0 From Robust PPM’s to Term Sheet Milestones by NetSudser Scott Dowd, skkowd@earthlink.net The Issue Putting together a baseline analysis for a funding opportunity is one thing, building on that analysis and designing a success track that can be implemented, and executed on after a funding event takes place is often not given enough consideration. Accountability for daily movement towards Term Sheet growth and revenue objectives is critical. The ability to develop a funded opportunity into a success is a challenge that derails many good intentioned companies. The majority of these opportunities fall by the way side because the organization is unable to establish, measure and manage to the core business objectives tied to revenue and market penetration. Once PPM or Private Placement Memorandums have been completed and Term Sheet objectives have been established. And after funding is provided, success and progress often times are slow in coming.. Why? It is not uncommon to realize that the existing sales pipeline in reality is not as strong as was initially believed, There is little idea as to the true profit levels on sales transactions, Or the competitive landscape is still a complete mystery, The sales staff may be lacking in adequate tools, support and skill sets, and as a result a perception develops that indicates lack of a clear plan that would allow for fair competition in the chosen marketplace, Companies tend to then become reactive as opposed to strategic in their pursuit of growth. Opportunity Analysis / Robust PPM Typically Private Placement Memorandum efforts begin and evolve around the following discovery areas. What is the background and experience of the leadership team, have they had prior successes in this particular industry. Has the organization been able to make some progress while also managing to keep the lights on – It seems that there is enough interest in the solution and that with the right amount of funding at the right time the client could really make a mark in their selected industry. The client has managed to gather a few wins with some customers that have name recognition or that are in a particular industry that is key to their solution and success. Pipeline – What is in the hopper – how much revenue potentially exists and over what period of time can that revenue be expected to come in? Competition – Where does the solution fit in the marketplace, and how does the solution compare and contrast. In short, PPM is not as robust as it needs to be. In order to gain a true barometer of your clients potential for success an Opportunity Analysis needs to supplement your PPM efforts and set the table for your Term Sheet objectives. It is a deeper layer. An Opportunity Analysis involves identification of trends, and looks at a variety of metrics including,. Which markets offer the best potential for the products or services right now. Who are the prime target customers, what is the true market potential, what is the competitive landscape? How does the solution or service match up? How does the competition sell and what is their compelling message? What are the pricing and margin trends? What established partnerships exist, And are there any recent press and or industry news releases, To name a few. **Please note. Funding opportunities present themselves at different stages, Seed, Growth, Later Stage, Mergers, Acquisitions and Liquidity level events – Each stage has different capabilities requirements, Trend analysis metrics and assessment processes that are required. Trend Analysis / Gap Analysis When accurately done, predictable trends will start to appear from the Opportunity Analysis, Compare and contrasting of existing competitive companies is an important part of the process here. Others have gone before you, They have left behind a trail of lessons learned. Look at their successes and failures and be able to identify and document the exact paths and results that need to be benchmarked. Even initial revenue expectations start to become apparent that are fairly accurate and will serve as a barometer for measurable success. Opportunity Roadmap / Execution The previous analysis will allow you now to build an Opportunity Roadmap that clearly sets some realistic objectives and milestones. Including identification of the prime prospects your client needs to target and speak with. What the typical pain points are of these prospects and what they may be most interested in buying. Good ideas, hot markets, and great technology will however mean nothing without follow on expert execution. An Opportunity Roadmap identifies 4 specific pursuit metrics. Direct Access Requirements, Based on profiling, these prospects represent the cream of the crop, they appear to be more ready than others to hear your message and require immediate attention. Leveraged Access Requirements, Represents the need to partner with organizations that have access to the clients and markets you want to penetrate, and because of their size and strength can exponentially provide growth opportunities thru their existing sales forces and contacts, Channel and OEM partnerships are prime examples of this. Opportunistic Requirements, Is the identification and participation in events such as key trade shows, industry events and key press notices. Supplemental Requirements, Involves the development of a common message and identity that can be translated throughout the effort. From the presentations used on sales calls to the marketing related materials in the field. And everything in between. Summary Executing daily on defined manageable objectives allows you to add depth and perspective to your PPM and drive Term Sheet objectives. After comprehensive discovery and planning, set achievable milestones and then assign someone to be held accountable to that pursuit while maintaining the joint interests of the funded company and the financial backing group. Without post funding execution all of your background and expectations can be of little use.. The company you are examining for funding should have a great management staff in place first and foremost so allow them to focus on growing the business, as great management teams should do. Have them build name recognition, develop key industry contacts and manage a solid R&D schedule, While someone like Engage provides Opportunity Analysis and Road Mapping and then drives the obligation of revenue and marketplace penetration. Engage is a premier sales outsourcing company focused on assisting high growth potential product and services companies. Our mission is to find the best prospects, understand what will motivate these prospects, and sell them our clients products and services. Engage is driven towards a single goal: “Generating Revenue for our Clients! Engage 763-428-7511 www.engagesales.com10. Guest Writers for This Report If you are aware of others who would like to receive the NetSuds Report, ask
them to visit
http://www.netsuds.net/mail.htm
to subscribe or
unsubscribe. |
|||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||