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Everything still to play for with AI in its infancy
February 14, 2019 | Financial Times | by Richard Waters.

the future of AI in business up for grabs--this is a clearly a time for big bets.

Ginni Rometty,IBM CEO, describes Big Blue’s customers applications of powerful new tools, such as AI: “Random acts of digital”. They are taking a hit-and-miss approach to projects to extract business value out of their data. Customers tend to start with an isolated data set or use case — like streamlining interactions with a particular group of customers. They are not tied into a company’s deeper systems, data or workflow, limiting their impact. Andrew Moore, the new head of AI for Google’s cloud business, has a different way of describing it: “Artisanal AI”. It takes a lot of work to build AI systems that work well in particular situations. Expertise and experience to prepare a data set and “tune” the systems is vital, making the availability of specialised human brain power a key limiting factor.

The state of the art in how businesses are using artificial intelligence is just that: an art. The tools and techniques needed to build robust “production” systems for the new AI economy are still in development. To have a real effect at scale, a deeper level of standardisation and automation is needed. AI technology is at a rudimentary stage. Coming from completely different ends of the enterprise technology spectrum, the trajectories of Google and IBM highlight what is at stake — and the extent to which this field is still wide open.

Google comes from a world of “if you build it, they will come”. The rise of software as a service have brought a similar approach to business technology. However, beyond this “consumerisation” of IT, which has put easy-to-use tools into more workers’ hands, overhauling a company’s internal systems and processes takes a lot of heavy lifting. True enterprise software companies start from a different position. They try to develop a deep understanding of their customers’ problems and needs, then adapt their technology to make it useful.

IBM, by contrast, already knows a lot about its customers’ businesses, and has a huge services operation to handle complex IT implementations. It has also been working on this for a while. Its most notable attempt to push AI into the business mainstream is IBM Watson. Watson, however, turned out to be a great demonstration of a set of AI capabilities, rather than a coherent strategy for making AI usable.

IBM has been working hard recently to make up for lost time. Its latest adaptation of the technology, announced this week, is Watson Anywhere — a way to run its AI on the computing clouds of different companies such as Amazon, Microsoft and Google, meaning customers can apply it to their data wherever they are stored. 
IBM’s campaign to make itself more relevant to its customers in the cloud-first world that is emerging. Rather than compete head-on with the new super-clouds, IBM is hoping to become the digital Switzerland. 

This is a message that should resonate deeply. Big users of IT have always been wary of being locked into buying from dominant suppliers. Also, for many companies, Amazon and Google have come to look like potential competitors as they push out from the worlds of online shopping and advertising.....IBM faces searching questions about its ability to execute — as the hit-and-miss implementation of Watson demonstrates. Operating seamlessly in the new world of multi-clouds presents a deep engineering challenge.
artificial_intelligence  artisan_hobbies_&_crafts  automation  big_bets  brainpower  cloud_computing  contra-Amazon  cultural_change  data  digital_strategies  early-stage  economies_of_scale  Google  hit-and-miss  IBM  IBM_Watson  internal_systems  randomness  Richard_Waters  SaaS  standardization  value_extraction 
february 2019 by jerryking
Meg Whitman joins Katzenberg’s ‘bite-sized’ video start-up
February 24, 2018 | FT | Tim Bradshaw in Los Angeles and Shannon Bond in New York.

Ms Whitman, the outgoing boss of Hewlett Packard Enterprise and former head of eBay, will become chief executive of a new media venture started by DreamWorks Animation co-founder Jeffrey Katzenberg. 

The company — provisionally named “NewTV” — has not yet created any content or developed an app. 

“Right now I am the only employee,” Ms Whitman told the Financial Times, “but there is a lot of work [already] done on the business plan and the strategy”.

NewTV’s central idea of creating “premium” short-form video with Hollywood production values was developed at WndrCo, the tech-meets-media holding company co-founded by Mr Katzenberg alongside Ann Daly, former president of DreamWorks Animation, and Sujay Jaswa, Dropbox’s former chief financial officer.

Videos will be up to 10 minutes long and distributed directly to consumers, in a style similar to Netflix.......NewTV plans to ride a wave of change in consumer viewing habits, as eyeballs shift from the big screen to the smartphone. 

Mobile viewing is growing explosively in total minutes and viewing time. And I don’t think the industry is comprehensively serving that up right now....Despite the huge investment in professionally produced online video from the likes of Netflix, Apple, Facebook, Alphabet’s YouTube and Snapchat, Mr Katzenberg and Ms Whitman are betting that none is focusing on “snackable” content for watching on the go. 

“One has to envision this short-form content as a completely new format,” she said. “You can’t take existing content and chop it up, you have to create for this format. That is going to inspire a lot of creativity and a chance to tell stories in a different way.” 

NewTV will develop its content and its technology in concert, to ensure fast loading times and personalised recommendations. “In some ways this will be a data company,”
Meg_Whitman  CEOs  HP  Jeffrey_Katzenberg  NewTV  content  short-form  start_ups  entertainment_industry  digital_media  storytelling  platforms  SaaS  video  bite-sized  snackable  Quibi 
january 2018 by jerryking
Katzenberg’s Big Ask: $2 Billion for Short-Form Video Project
OCT. 2, 2017 | The New York Times | By ANDREW ROSS SORKIN.

Jeffrey Katzenberg’s idea of fund-raising is on a very different scale.

Mr. trying to raise $2 billion for his new television start-up. That is likely to be the largest first round of financing in history for a digital media company that, at least at the moment, is only a concept swirling around in his head......Mr. Katzenberg, 66, is convinced that his new product, called New TV, can upend the format of television for mobile devices. He wants to create the next-generation version of HBO or Netflix, purpose-built for viewing on phones and tablets with short-form content of premium quality — think of “Game of Thrones” as if each episode had a narrative arc of 10 minutes.

He wants to create big, expensive productions at a cost of $100,000 a minute. (For the sake of comparison, a highly produced minute of programming on YouTube might cost $10,000.)......Mr. Katzenberg’s hunch about the way a huge swath of consumers will watch television in the future is, in all likelihood, right. The number of teenagers and young adults who have their nose pressed to their mobile devices watching video content is startling. Globally, 72 % of all video is viewed on a mobile device, according to Ooyala, a video platform provider.

The question is whether his idea is ahead of its time. And whether he can find the right business model to support such expensive programing.

Mr. Katzenberg is a realist. “We need $2 billion. That’s a high bar,” he said. And he acknowledges that the financial details still need to be worked out. It’s daunting. He needs to build an instant library of content — and a big one.....Mr. Katzenberg’s gamble is being taken seriously because of his long history of success and his provocative thesis about the current television model. “The design and the architecture of the storytelling fit the business paradigm, not the other way around,” he explained, suggesting that shows were made in the format of a half-hour or an hour for business reasons and do not make sense in the world of mobile devices and streaming.....Mr. Katzenberg does not merely want to simply create a studio that specializes in short-form storytelling; he wants to create a platform for it. He is hoping that many of the big television networks both invest and produce content for the service.
Quibi  start_ups  funding  investors  Jeffrey_Katzenberg  entertainment_industry  content  digital_media  storytelling  platforms  SaaS  video  Andrew_Sorkin  DreamWorks  short-form  mobile  streaming  bite-sized 
october 2017 by jerryking
Starting Over: How FreshBooks Reinvented Its Online Accounting Service On The Fly
Bo Burlingham ,   CONTRIBUTOR
I write about entrepreneurs and entrepreneurship

Opinions expressed by Forbes Contributors are their own.
This story appears in the May 16, 2017
Michael_McDerment  Freshbooks  SaaS  reinvention 
may 2017 by jerryking
Tech Startups Struggle to Close Deals With IT Buyers - WSJ
Aug. 24, 2016

As Haier and other large corporations become increasingly digital, they are spending more time checking out technology offered by small, independent tech firms. Yet startup products and services for enterprises, while more accepted than a few years ago, still face significant resistance on the path toward revenue, CIOs and industry analysts say.

“I won’t take a risk on something that isn’t from a proven enterprise technology company,” especially for key functions, such as sales, human resources, cybersecurity or even office email, said Ms. Johnston. “Some startups are just so cheap or free, you’re nervous to go with it. What if they go out of business?”

Only 23% of 112 large corporations in a recent survey said working with startups was very important, according
customer_adoption  start_ups  large_companies  CIOs  Haier  challenges  cloud_computing  risk-aversion  SaaS  IT  risks 
august 2016 by jerryking
Why the human cloud can do your work better than you can - The Globe and Mail
Special to The Globe and Mail
Published Thursday, Nov. 27, 2014

Nav Dhunay is offering oil-wells-as-a-service.

PumpWell puts small remote-monitoring and control units next to pumpjacks, the iconic bobbing horse-heads that pump oil from wells. “That in itself is not disruptive or extremely exciting,” says Dhunay. “But it’s more than just an automation controller.” What sets PumpWell apart is what they’re really selling: people. Instead of just offering a technological tool that lets oil-well owners keep an eye on their pumps, PumpWell has hired a team of its own oil-production engineers, and it sells their time to small and mid-sized firms on a subscription basis. “We’re combining the outsourcing model of IT, and tying it into the oil and gas industry,” says Dhunay.....Dhunay is a start-up entrepreneur who found himself heading up PumpWell in Calgary after stints in Silicon Valley. As he explains it, the logic is simple: Labour costs are sky-high in the oil sector. A seasoned production engineer can run you upward of $200,000 a year, and then there’s the overhead of having him running around oil fields in a truck, checking on things.

PumpWell can use its remote networks to keep oil engineers out of the field, run analytics on monitoring data to promote preventative maintenance, and increase the number of pumps each engineer can monitor. The company’s top-tier plan offers to monitor a pump for $12,000 a year. Today, PumpWell looks after 600 wells and, Dhunay says, it’s revenue-positive. “Our industrial engineers can manage upward of 150 to 200 wells per person. Traditionally, production engineers are handling 30 to 40.”

It’s not the only company that’s using cloud technology to take outsourcing services into new realms. Across the country, in Cambridge, Ontario, a cybersecurity company is applying much the same model to an entirely different business. ESentire specializes in securing the networks of mid-sized companies with critical intellectual property, like financial services and legal firms.
SaaS  oil_industry  Outsourcing  remote_monitoring  cyber_security  small_business  SMEs  subscriptions  cloud_computing  top-tier 
july 2015 by jerryking
An online revolution - How new digital technologies will change the Canadian political landscape    
Mar 28 2012 | | Campaigns & Elections | by Geoff Sharpe.

Part of the problem is that money plays less of a role in Canadian politics than American politics. Donation and spending limits mean campaigns must use funds cautiously. Innovation is often stifled in favor of the status quo. Campaigns create a website, tweet to their followers and call it digital strategy. South of the border, campaigns and professional consultants invest heavily in client relationship management (CRM) software, data infrastructure and sophisticated outreach tools. Only major parties and well-financed campaigns can afford these technologies; smaller municipal and advocacy campaigns lack advanced tools to capitalize on the emerging and increasingly important digital landscape....Upstart campaign technologies are easy to use, cost very little and can be extraordinary powerful. One such platform is NationBuilder, which provides a number of cutting-edge digital tools including a free website, a social CRM system, fundraising software, campaign database and email service all in one integrated package. Prices start at $20 a month and rise depending on the size of the database....

Geoff Sharpe is an experienced digital and online organizer and currently works for Navigator Ltd. as a digital strategy consultant. He can be reached at
Canada  political_campaigns  CRM  Canadian  SaaS  elections  tools  NationBuilder  campaigns 
january 2014 by jerryking
When Your First Company Is Working, but Another Is Beckoning -
May 29, 2013 | NYT | By JULIE WEED.

Uptown Treehouse creates campaigns employing elements for Facebook, Twitter, LinkedIn, StumbleUpon and Outbrain. It helps companies introduce new products and initiatives.... While building Uptown Treehouse, Mr. Badshah and a programmer, Kevin Yu, created software that searches social media and other Web sources to generate sales leads, and that software has taken on a life of its own.

In fact, the lead-generation software was so effective that Mr. Badshah and Mr. Yu created a separate start-up, Socedo, to develop and sell the software.
start_ups  lead_generation  SaaS  software  entrepreneur  serial_entrepreneurship 
may 2013 by jerryking
Cheaper, but...Cheaper -
June 16, 2008 | WSJ | By ROGER CHENG
january 2013 by jerryking
Web-Based Software Services Take Hold -
May 15, 2007 | WSJ |By VAUHINI VARA.
Web-Based Software Services Take Hold
Accounting Quirk, Fewer Hassles, Lower Costs Lure Businesses to Sector
SaaS  SAP  Oracle  Salesforce 
january 2013 by jerryking
H.P.’s Misstep Shows Risk in the Push for Big Ideas -
November 21, 2012 | NYT | By QUENTIN HARDY.

The ill-fated marriage of the companies is a lesson for H.P. and other older technology giants as they throw billions at supposedly game-changing acquisitions, trying to gain a foothold in the future.

In that future, smartphones and tablets, connected to cloud-computing data centers, are the essential tools of work and play. Companies rent software over the air, rather than buying it with expensive maintenance contracts.

And vast streams of data are continually analyzed to find new patterns and make predictions about consumer behavior and product design. Autonomy, for instance, makes software that can analyze marketing patterns and advise a company on matters like where it should increase marketing resources.

These forces threaten older businesses, like H.P.’s traditional personal computer and data storage products. Other companies, like Oracle, Microsoft and Cisco, also face pressure. They are all trying to buy the future — and have the cash to do it..... But identifying the next big thing can be difficult, said Jeffrey Sonnenfeld, a professor of management at Yale University. Likely as not, he said, deals like the one for Autonomy have “maybe a 40 percent success, 60 percent failure rate.”

He added, “The odds are against you succeeding, but the odds are also worth taking.”

The real hazard, he said, is in the way companies describe these acquisitions as “natural, inevitable victories.” They should be seen, he said, as “an investment, like in research and development.”
Autonomy  big_bets  breakthroughs  cloud_computing  cultural_clash  failure  game_changers  HP  ideas  M&A  Meg_Whitman  mergers_&_acquisitions  mistakes  missteps  moonshots  Quentin_Hardy  risks  SaaS  subscriptions  success_rates 
november 2012 by jerryking
Federal government cloud adoption will triple by 2013, report says
By Jon Brodkin, Network World
April 30, 2009

The INPUT report divides cloud computing into three general areas: Web-based applications (software-as-a-service), storage and computing (infrastructure-as-a-service), and application development (platform-as-a-service).

Software-as-a-service is driving adoption of cloud computing within government agencies. For example, state and local government spending on software-as-a-service will grow from $170 million in 2008 to $635 million in 2013, according to INPUT.

It’s already common for government to use cloud-based e-mail, payroll, Web conferencing and sales applications, Peterson say
SaaS  cloud_computing  spending  local  government 
may 2012 by jerryking
Selling Online Products by Subscription Is All the Rage -
March 7, 2012

lately, more businesses have come up with creative ways to use the Internet to sell products that have not traditionally been sold by subscription. H.Bloom, which operates in New York, Chicago and Washington, sells flowers by subscription; Trunk Club sells clothing by subscription (if you do not like what the store sends, you can return it). Amazon encourages customers to place standing orders for products like power bars or paper towels.

“C.E.O.’s are beginning to appreciate the value of recurring revenue in ways never seen before...Given the experiences of companies like PetFlow, ShoeDazzle and BabbaCo, it is tempting to wonder why not every company is trying a subscription model. And, in fact, Brian Lee, the founder of ShoeDazzle, said he frequently heard pitches from entrepreneurs who wanted to create the ShoeDazzle of wine or underwear or some other product. “I think subscription models work best in two instances,” he said. “Where the product is a necessity or when it’s an absolute passion. It stops making sense when you try to do something like a tree-of-the-month club, which doesn’t fit either of those categories.”
business_models  subscriptions  pets  florists  SaaS  e-commerce  end_of_ownership 
march 2012 by jerryking
[2.5.08] | EDGE | By Kevin Kelly.

This super-distribution system has become the foundation of our economy and wealth. The instant reduplication of data, ideas, and media underpins all the major economic sectors in our economy, particularly those involved with exports — that is, those industries where the US has a competitive advantage. Our wealth sits upon a very large device that copies promiscuously and does one make money selling free copies?

I have an answer. The simplest way I can put it is thus:

When copies are super abundant, they become worthless.
When copies are super abundant, stuff which can't be copied becomes scarce and valuable. When copies are free, you need to sell things which can not be copied. What can't be copied?
(1) "Trust." Trust cannot be copied. You can't purchase it. Trust must be earned, over time. It cannot be downloaded. Or faked. Or counterfeited (at least for long).
(2) Immediacy
(3) Personalization
(4) Interpretation — As the old joke goes: software, free. The manual, $10,000.
(5) Authenticity — You might be able to grab a key software application for free, but even if you don't need a manual, you might like to be sure it is bug free, reliable, and warranted. You'll pay for authenticity.
(6) Accessibility — Ownership often sucks. You have to keep your things tidy, up-to-date, and in the case of digital material, backed up. And in this mobile world, you have to carry it along with you. Many people, me included, will be happy to have others tend our "possessions" by subscribing to them. We'll pay Acme Digital Warehouse to serve us any musical tune in the world, when and where we want it, as well as any movie, photo (ours or other photographers).
(7) Embodiment — At its core the digital copy is without a body. You can take a free copy of a work and throw it on a screen. But perhaps you'd like to see it in hi-res on a huge screen? Maybe in 3D? PDFs are fine, but sometimes it is delicious to have the same words printed on bright white cottony paper, bound in leather.
(8) Patronage — It is my belief that audiences WANT to pay creators. Fans like to reward artists, musicians, authors and the like with the tokens of their appreciation, because it allows them to connect. But they will only pay if it is very easy to do, a reasonable amount, and they feel certain the money will directly benefit the creators.
(9)Findability — findability is an asset that occurs at a higher level in the aggregate of many works. A zero price does not help direct attention to a work, and in fact may sometimes hinder it. But no matter what its price, a work has no value unless it is seen; unfound masterpieces are worthless. — being found is valuable.
network_effects  free  Kevin_Kelly  value_creation  digital_economy  immediacy  scarcity  personalization  abundance  findability  patronage  embodiment  accessibility  authenticity  interpretation  replication  Information_Rules  value_added  superfans  SaaS  ownership 
november 2011 by jerryking
May 1, 2008 | IndustryWeek | By Brad Kenney....As a company,
Google is full of IT professionals who understand that CIO/CTO buy-in is
crucial to both initial sales and long-term success. Therefore, Milo
says that although business users were enthusiastically deploying the
Apps packages in an unstructured way made them happy, it also made them
very nervous. "We wanted to make it secure for businesses to deploy Apps
to their entire enterprise at once, and make deployment and
administration a centrally managed strategy with control over user
behavior." In other words, usability got them in the door, but they see
security as their ticket to a line item on the budget.
SaaS  Google  CTO  CIOs  usability  cyber_security 
december 2010 by jerryking
Solo Entrepreneurs: Big Bucks From Tiny Computing Startups
March 18, 2008 | InformationWeek | By Alice LaPlante.
One-person companies are earning upward of $1 million in revenue
annually. How do they do it? With high-speed Internet connectivity,
mobile apps, automation, and a little help from their customers.
solo  entrepreneur  entrepreneurship  start_ups  lifestyles  SaaS  Paul_Kedrosky  guy_kawasaki 
december 2010 by jerryking
Giants Join Microsoft in Cloud -
JULY 13, 2010 | Wall Street Journal | by ROGER CHENG and
JEANETTE BORZO. Partnerships, and Competitors, Increase in Emerging
Online-Computing Sector
cloud_computing  SaaS  Microsoft 
july 2010 by jerryking
Cloud computing for lean local governments
May. 12, 2010 | The Globe and Mail | by Shawna Richer.

BasicGov sells software as a service (SaaS) and manages the business of running a community by writing software that resides on the Internet. Today 33 communities - 31 in the United States and two in Canada, Dryden, Ont., and Red Deer, Alta. - have signed on.

Governments lease access to the servers and software - up to five modules covering permits, planning, enforcement, inspections and licences, and a public portal. One user with one module pays $119 per month. Bulk pricing is available for larger clients.

Cloud computing is the future, and everyone from Apple to Google to Microsoft is betting that mainframe servers and physical software will eventually become a thing of the past.

The cloud is the Internet and users can access software that is stored on remote servers around the world on demand. Gmail is a common form of cloud computing.
cloud_computing  municipalities  local  SaaS  austerity  cutbacks  cities  Salesforce 
june 2010 by jerryking
'Here I Am!' GPS Location Apps Have Limited Appeal
January 31, 2010, | BusinessWeek | By Aaron Ricadela. 'Here I
Am!' GPS Location Apps Have Limited Appeal
Online services that send updates on a person's location are all the
rage in Silicon Valley, but they have far to go before they'll be
adopted elsewhere
location_based_services  smartphones  online  SaaS  mobile_phones  mobile  Yemen  location  Foursquare 
february 2010 by jerryking
Service Software Making Inroads
Nov 18, 2009 | Wall Street Journal | by Jessica
Hodgson.On-demand software companies, like Inc. and
Netsuite Inc., are benefiting from the recession, grabbing new corporate
customers faster than their traditional software competitors.

Revenue increased by more than 10% at each of the three largest
on-demand software companies by market capitalization in the last
earnings period.

By comparison, Oracle Corp. and SAP AG, the world's largest on-site
business software makers, posted single-digit declines. Market watchers
say more gains are likely as companies become familiar and comfortable
with the software.
SaaS  Freshbooks  Salesforce  oracle  SAP 
november 2009 by jerryking
Cheap Revolution is here! It may kill tech giants
September 13, 2006 | Forbes | by Daniel Lyons. The "Cheap
Revolution" describes the wholesale shift by corporate customers and
techmakers to cheap, off-the-shelf chips and open-source (often free)
software such as Linux, the embrace of simplicity, the unlocking of
prodigious new power and the cutting of tech costs by up to 90%. The
revolution threatens the Silicon Valley plutocracy: the proprietary
gear, "closed" software, redundant backup systems and fat profit margins
of incumbents like Microsoft, IBM, Oracle, Cisco, EMC and other
blue-chip nameplates.
cheap_revolution  SaaS  open_source  blue-chips 
october 2009 by jerryking
DaaS: The New Information Goldmine -
AUGUST 19, 2009 | Wall Street Journal | by DYAN MACHAN. Data
as a Service, or its diminutive, DaaS. It rhymes with SaaS, its
better-known cousin that stands for Software as a Service. SaaS is the
catchall name for on-demand software applications like those on an
iPhone. DaaS, in contrast, recognizes that software is becoming a
commodity; it's data mixed with software that's king.
SaaS  Freshbooks  data  DaaS  data_driven  metadata 
august 2009 by jerryking
Industry benchmarks now available quarterly
October 14/2008 | Fresh Thinking | by Mike McDerment. Based on anonymized aggregate data of all FreshBooks users.
SaaS  Freshbooks  benchmarking  industries 
july 2009 by jerryking
Report Card Season is Approaching
March 23/2007 | Fresh Thinking | by Levi Cooperman. Those of
you who are familiar with FreshBooks, you may know our report card
service (a different, more detailed and account specific service) gives
FreshBooks account holders a quarterly snapshot of their business based
on a handful of useful metrics (average time to collect payment, etc).
For those FreshBooks account holders that share their profession with
us, we go further and compare your metrics against those of other
businesses in your profession and tell you what percentile of the group
you fall into.
SaaS  Freshbooks  network_effects  metrics  performance 
july 2009 by jerryking
Tech Giants Ramp Up Their Online Offerings -
JUNE 22, 2009 | Wall Street Journal | by BEN WORTHEN and JUSTIN SCHECK.
SaaS  HP  Oracle  business_models  transitions  e-commerce 
june 2009 by jerryking
Google Gets Ready to Rumble With Microsoft -
December 16, 2007 | New York Times | by STEVE LOHR and MIGUEL HELFT
Google  SaaS  Microsoft  Steve_Lohr 
june 2009 by jerryking
Online Tools Give Home-Based Firms Office-Style Services
SEPTEMBER 11, 2007 | Wall street Journal | Gwendolyn Bounds. Providers Like Google And Microsoft Tout Low Cost, Ease of Use
Gwendolyn_Bounds  online  tools  small_business  SaaS  Google  Microsoft 
may 2009 by jerryking
Less paperwork just a click away
January 25, 2007 at 7:51 AM EDT article by DENISE DEVEAU, Special to The Globe and Mail.
small_business  Freshbooks  invoicing  SaaS 
march 2009 by jerryking
Cheaper, but...Cheaper -
JUNE 16, 2008 WSJ article by ROGER CHENG on the rise of
Web-based tools that can substitute for traditional software. Cautions
on what some view as a quality gap.
Web_2.0  Freshbooks  Google  SaaS 
february 2009 by jerryking
Web-Service Firms Take Non-IPO Routes -
on how SaaS firms have been raising capital in a tough market for IPOs.
venture_capital  IPOs  SaaS  Freshbooks  small_business  funding  Vauhini_Vara 
january 2009 by jerryking

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