...incubator and through its network of contacts. Incubators vary in the way they deliver their services, in their organizational structure, and in the types of clients they serve. http://en.wikipedia.org/wiki/Business_incubator The concept of an open “Idea Pool” or incubator came about by Idealab’ s CEO Bill Gross’ interest in providing support for entrepreneurs and start-up businesses in the dawning of the dotcom era. This concept which relied heavily on entrepreneurs and their fledgling businesses was ideal because it introduced the optimal business opportunities of the internet to the entrepreneur as well as provided them a place where they could develop their business ideas alongside other entrepreneurs. Two major advantages to this were financial incentive and assistance provided by the Idealab and its investors. Financial Incentive: One major benefit for the entrepreneur was the financial assistance they received as being associated with Idealab. Usually a new business would have to borrow financial capital from an organization such as a bank, and pay it back installments with interest. With an Idealab incubator, a business only has to hand over a percentage of its profits. Idealab would have a major stake in the company once it was off the ground. Assistance: Because of their financial stake in the new company, the incubator has a direct interest in the health of the business they are funding. Therefore, further advice and assistance is much easier to gain which...
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...REV: SEPTEMBER 5, 2007 ROBERT D. AUSTIN DANIELA BEYERSDORFER Bang & Olufsen: Design Driven Innovation “The Farm,” Bang & Olufsen’s futuristic glass-and-concrete headquarters, rose out of the green fields of western Denmark “like something lifted from a Stanley Kubrick dreamscape.”2 In a nearby parking area, Christopher Sorensen stepped from his car and walked toward the entrance, on his way to meet with a high-powered group that included the CEO, to discuss an important product program. Within this 80-year-old company, based in rural Jutland where local people might still consider you an outsider after 30 years, Sorensen would be very much the newcomer. Despite that, he would try to convince the others to adjust the firm’s successful design process—to change a winning game. In April 2006, Bang & Olufsen (B&O) sold a range of televisions, audio systems, loudspeakers, telephones, and other products (see Exhibit 1) in more than 60 countries. The company had a worldwide reputation for idea-based products of high quality and artistic design, many of which held places of honor in the permanent collections of the world’s greatest art museums. (According to a citation at the Museum of Modern Art in New York, B&O had “delivered the largest and most consistent design portfolio among the world’s industrial companies.”3) This level of accomplishment translated into high price points (see Exhibit 2) and profit margins, realized through an exclusive network of dealers, from devoted...
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...CIS1101 REVIEW QUESTIONS AND CASE STUDY QUESTIONS Click below link for Answer http://workbank247.com/q/cis1101-review-questions-and-case-study-cis-1101-r/23695 http://workbank247.com/q/cis1101-review-questions-and-case-study-cis-1101-r/23695 MODULE 1 CHAPTER 1 REVIEW QUESTIONS 1. Briefly describe the technologies that led businesses into the second wave of electronic commerce. 3. Briefly describe the specific activities that a computer assembly operation might include in B2B electronic commerce for its supply management or procurement operations. 5. Many business analysts have discussed the concept of the first-mover advantage. What are some of the disadvantages of being a first mover? CASE STUDY C1 CRITICAL THINKING QUESTIONS 1. Toys“R”Us sales exceeded $300 million by 2004 on the Amazon.com site. Explain how Amazon, Toys“R”Us, and other toy sellers who participated in Amazon’s Marketplace retailer program benefitted from the network effect as a result of the relationship between Amazon and Toys“R”Us. 2. In 2004, Toys“R”Us sued Amazon.com for violating terms of the agreement between the companies; specifically, Toys“R”Us objected to Amazon.com’s permitting Amazon Market-place retailers to sell toys. (Note: When the lawsuit was filed, Amazon Marketplace was called “zShops.”) Amazon.com responded by filing a countersuit. After more than two years of litigation, a New Jersey Superior Court judge ruled that the agreement had been violated...
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...Android (2005) – The Android name might be well-known now, but in 2005 it was a 22-month-old startup that nobody knew anything about. Part of that was intentional, as co-founder Andy Rubin kept a tight lid on the company's mission. Today, it's the core of Google's mobile operating system, powering over 300 million smart phones and tablets. Not bad for a deal that was estimated to cost Google just $50 million. Applied Semantics (2003) – While the purchase of this then- 45-person large business didn't sound sexy at the time (face it, whose socks are knocked off by a company known for its semantic text processing technology?), it's arguably the best purchase Google ever made. The $102 million price tag might have seemed steep at the time, but it proved to be a drop in the bucket once the Applied Semantics team built AdSense — the paid search advertising platform that today makes up the majority of Google's revenues. "Next step in the evolution of the Internet" YouTube (2006) – The $1.65 billion dollar purchase of YouTube in 2006 caught the world's eye, but the company employed just 67 people at the time. YouTube was an up and coming star in those days, but a lot of critics had questioned its staying power, noting looming copyright infringement suits. Then-CEO Eric Schmidt was so bullish on the company that he called it "the next step in the evolution of the Internet" — and fought off competing bids from Microsoft, Yahoo and News Corp. to lure the company into the fold. Samantha...
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...Image: Cultures Idolizing the Female Form A Comparison and Contrast of the Barbie Doll and Venus de Willendorf Image: Cultures Idolizing the Female Form A Comparison and Contrast of the Barbie Doll and Venus de Willendorf The fact that cultures have idolized the female form in our modern era is not a new concept. Beauty in modern times has been held to the highest standard, but where and why did we get our ideal of beauty? Culture plays a large in role in how beauty is defined, and this is very clear when it pertains to the culture behind both the Venus de Willendorf and the more modern Barbie doll. Clearly, idolizing the female form is an ideal that has existed since the very first centuries that humans walked the earth. Taking a look at the two different cultures that idolize the female form may give us a little bit of insight into the similarities and differences there were between two different society’s composed of very similar beings. The statuette Venus de Willendorf was first discovered in Austria in 1908 by the archaeologist Josef Szombathy. This is the earliest image of a human being known to exist, thought to have been created during the Paleolithic era some 25,000 years ago (Witcombe)! The climate in the region that the statuette was discovered was probably an ice covered land, and therefore, her voluptuous image probably portrays a desire for food and to survive. Humans will always have one thing in common: survival. Whether it is a work of art portraying...
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...This article is about the corporation. For the search engine, see Google Search. For other uses, see Google (disambiguation). Google Inc. | | Type | Public (NASDAQ: GOOG, FWB: GGQ1) | Industry | Internet, Computer software | Founded | Menlo Park, California (September 4, 1998 (1998-09-04))[1][2] | Founder(s) | Sergey M. Brin Lawrence E. Page | Headquarters | 1600 Amphitheatre Parkway, Mountain View, California, United States | Area served | Worldwide | Key people | Eric Schmidt (Chairman and CEO) Lawrence E. Page (Co-Founder and President, Products) Sergey M. Brin (Co-Founder and President, Technology) | Products | See list of Google products. | Revenue | US$23.651 billion (2009)[3][4] | Operating income | US$8.312 billion (2009)[3][4] | Profit | US$6.520 billion (2009)[3][4] | Total assets | US$40.497 billion (2009)[3][4] | Total equity | US$36.004 billion (2009)[4] | Employees | 24,400 (2010)[5] | Subsidiaries | YouTube, DoubleClick, On2 Technologies, GrandCentral, Picnik, Aardvark, AdMob | Website | Google.com | Google Inc. is an American multinational public corporation invested in Internet search, cloud computing, and advertising technologies. Google hosts and develops a number of Internet-based services and products,[6] and generates profit primarily from advertising through its AdWords program.[3][7] The company was founded by Larry Page and Sergey Brin, often dubbed the "Google Guys",[8][9][10] while the two were attending...
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...Chapter 4 Concentrating Solar Power Clean energy for the electric Grid Gary Gereffi and Kristen Dubay Jess Robinson and Yuber Romero Contributing CGGC researchers: by Summary Concentrating solar power (CSP), also referred to as concentrating solar thermal power, represents a powerful, clean, endless, and reliable source of energy with the capacity to entirely satisfy the present and future electricity needs of the United States. Concentrating solar power plants produce no carbon dioxide (CO2), thus reducing carbon emissions from electricity generation by approximately 600 pounds per megawatt-hour (BrightSource Energy, 2008).4 The evolution of CO2 emissions regulations, the pressure of international fossil fuel prices, and the experience, knowledge, and technological readiness amassed during several decades of CSP research have launched the technology into a new era of commercial reality. The United States and Spain have integrated CSP into their national electricity supply grids through large-scale commercial plants. Eight of the 13 biggest planned CSP projects in the world will be located in California and Arizona. The Sun Belt region of the United States, particularly the Southwest, is one of the largest areas in the world for CSP exploitation because of its abundant sunshine. In addition to generating a new clean source of energy, expansion of the industry promises to create economic opportunity for many different businesses along multiple stages of the value...
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...Download 100% pilgrims free answer from here http://www.homeworkmarket.com/content/case-ajay-bam http://www.homeworkmarket.com/content/case-ajay-bam INSTRUCTIONS: For your Midterm paper, you will review the case of Ajay Bam. This case contains a manageable amount of material but presents the opportunity to consolidate the material covered to date in the course. Entrepreneurial Attributes: Consider Ajay’s background and experience. Create a comprehensive list of attributes that you think Ajay possesses. Which three are the most important; why do you think so? How did these attributes help him succeed? Business Plan Outline: The case includes an executive summary; using the model on page 258, create a brief 10-slide PowerPoint presentation about his new venture. Bootstrapping: Why did Ajay pursue the bootstrapping method of getting his company off the ground; please describe at least six examples of his efforts in terms of financing, services, and people. Opportunity and Market Assessment: How did Ajay and Walter find this opportunity? How big is the market, do consumers and merchants have a need for the product, what does Ajay have to do to answer these questions? (Instructor Note: Ajay needs to gather initial sector market data and customer feedback to gauge attractiveness.) Funding and Team: Would you invest? What does Ajay have to do to get funding sources interested? Paper Length: Four to five pages—PowerPoint—Max 10 slides including cover. ...
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...Harvard Business School 9-899-062 Rev. December 7, 1998 Walnut Venture Associates (A): RBS Group Investment Memorandum Ralph Wagner pulled his file on the RBS Group, a young company that developed and sold accounting software specifically targeted to software companies. Wagner was a private investor—an “angel”—and a member of an informal group of other investors known as Walnut Venture Associates. (See Exhibit 1 for background information on Walnut) RBS was seeking to raise $2 million in equity capital to fund its growth. Wagner had agreed to take the lead role in evaluating RBS as an investment opportunity for Walnut. While Wagner would spearhead the process, each individual would make his own decision about whether to invest in the company. It was December 26, 1997 and Bob O’Connor, RBS’s founder and CEO, had presented to the Walnut group one week ago. The group had been impressed with O’Connor, with RBS’s business focus, and with the fact that the company had a product, sales and even earnings. Based on this positive first impression, the group had decided to take the next step and begin a more in-depth investigation of the company and its prospects. Half a dozen or so “Walnuters” had indicated an interest in possibly investing, and it was up to Wagner to come up with a due diligence agenda for these individuals. He pulled out RBS’s plan (See Exhibit 2) and began to sort through the issues the group should investigate during this phase, as well as an...
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...Harvard Business School 9-899-062 Rev. December 7, 1998 Walnut Venture Associates (A): RBS Group Investment Memorandum Ralph Wagner pulled his file on the RBS Group, a young company that developed and sold accounting software specifically targeted to software companies. Wagner was a private investor—an “angel”—and a member of an informal group of other investors known as Walnut Venture Associates. (See Exhibit 1 for background information on Walnut) RBS was seeking to raise $2 million in equity capital to fund its growth. Wagner had agreed to take the lead role in evaluating RBS as an investment opportunity for Walnut. While Wagner would spearhead the process, each individual would make his own decision about whether to invest in the company. It was December 26, 1997 and Bob O’Connor, RBS’s founder and CEO, had presented to the Walnut group one week ago. The group had been impressed with O’Connor, with RBS’s business focus, and with the fact that the company had a product, sales and even earnings. Based on this positive first impression, the group had decided to take the next step and begin a more in-depth investigation of the company and its prospects. Half a dozen or so “Walnuters” had indicated an interest in possibly investing, and it was up to Wagner to come up with a due diligence agenda for these individuals. He pulled out RBS’s plan (See Exhibit 2) and began to sort through the issues the group should investigate during this phase, as well as an agenda for the meeting...
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...Walnut Venture Associates (A): Memorándum de Inversión del Grupo RBS Ralph Wagner sacó su expediente del Grupo RBS, una joven compañía que desarrollaba y vendía software de contabilidad especialmente orientados a las compañías de software. Wagner era un inversionista privado –“un ángel”– y miembro de un grupo informal de inversionistas conocido como Walnut Venture Associates (ver anexo 1 para mayor información de Walnut). RBS estaba buscando obtener US$ 2 millones en capital para financiar su crecimiento. Wagner había acordado tomar el liderazgo en la evaluación de RBS como una oportunidad de inversión para Walnut. Mientras iniciaba el proceso, cada individuo tomaría su propia decisión sobre invertir o no en la compañía. Era el 26 de diciembre de 1997, y había pasado una semana desde que Bob O’Connor, fundador y presidente de RBS, se había presentado al grupo Walnut. El grupo estaba impresionado con O’Connor, con su enfoque en los negocios de RBS, y en el hecho que la compañía tenía un producto, vendía e incluso tenía ganancias. Basado en una positiva primera impresión, el grupo había decidido dar el siguiente paso y comenzar una investigación más profunda sobre la compañía y sus prospectos. Media docena de inversionistas del grupo Walnut ya habían mostrado su interés en una posible inversión, y le fue encargado a Wagner desarrollar un due diligence de la compañía para estos individuos. Desmenuzó el plan negocios de RBS (ver anexo 2) y comenzó a ordenar los aspectos que el...
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...Note from the Authors: “Creative Entrepreneurship” was born out of the desire, want and curiosity of kbs+’s staff to understand the crazy world of entrepreneurship. “Creative Entrepreneurship” curates the perspectives of leading entrepreneurs and venture capitalists as a guide for people interested in learning more. Each writer graciously contributed their work to create a curated resource for creative entrepreneurs. This book is the teaching and inspirational aid for our kbs+ Ventures Fellows – a highly select group of kbs+ staffers from all levels and areas of the agency – who go through a six-month educational program to immerse themselves in the startup and venture capital world. Share this entrepreneurial inspiration with friends using @kbspvc or #kbspvcbook. If you would like to share any inspiration, thoughts or feedback, please contact us at @kbspvc anytime – we look forward to hearing from you. Thank you for downloading our book! Darren Herman Taylor Davidson Creative Entrepreneurship Darren Herman Taylor Davidson a kbs+ partner We have received explicit permission from all authors of the works found in this book. Unless otherwise stated, we do not claim to have written or own any of this work. We are purely aggregating it into a simple book format for the education of anyone who picks up this book. The price of this book is free; if anyone tries to sell this book to you, please report them to us. Hopefully this book inspires you as much as it does...
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...CORPORATE E-LEARNING: EXPLORING A NEW FRONTIER Trace A. Urdan Cornelia C. Weggen turdan@wrhambrecht.com cweggen@wrhambrecht.com 415.551.8600 “In a time of drastic change, it is the learners who inherit the future. The learned find themselves equipped to live in a world that no longer exists.” Eric Hoffer, in Vanguard Management, 1989 2 March 2000 Equity Research TABLE OF CONTENTS Executive Summary .....................................................................................................................................1 Education in the 21 Century – Creating a Learning Economy.......................................................................2 Why e-Learning?...........................................................................................................................................3 The Solution – Bring Learning to People .......................................................................................................6 Definitions – e-Learning versus Online Learning ............................................................................................8 Key Trends – The End of Learning as We Know It ........................................................................................10 The Corporate e-Learning Market – The Pie is Big ......................................................................................13 Market Segmentation – Claiming a Stake on the New Frontier ................................
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...number 01 InsIght Into the onlIne CapItal BerlIn With contributions from Alexander Kudlich, Ansgar Oberholz, Michael Brehm, Mathias Döpfner, Carsten Maschmeyer, Christian Reber, Jan Beckers, Fabian Heilemann, Fabian Siegel, Florian Heinemann, Ijad Madisch, Jens Begemann, Klaus Hommels, Lukasz Gadowski, Joel Kaczmarek and 85 other great minds. „ BerlIn has the most potentIal of all CItIes In europe“ peteR tHIeL * Peter Thiel, Former CEO of PayPal, first investor of Facebook and partner of the venture capital firm, Founders Fund. ENJOY BERLIN VALLEY! HUNDERT IS A PROJECT FROM BERLINVALLEY.COM DAILY NEWS FROM THE BERLIN ONLINE SCENE WHAT A gREAT FAMILY: HIRE! WE MODEL: JENNIFER IRMLER (WWW.MODEL-FABRIk.COM) PHOTO: MAx THRELFALL (WWW.THRELFALL-gOERS.DE) MAkEUP: BIANCA BENSCH (FACEBOOk.COM/BENSCHBIANCA) OUTFIT WITH FRIENDLY SUPPORT FROM PEPE JEANS (NEUE SCHöNHAUSER STRASSE) WE ARE LOOkINg FOR COOL INTERNS AND EDITORS, MALE OR FEMALE. CAREER CHANgERS WELCOMED. APPLY WITH 100 WORDS OR LESS AT PIMPMYFUTURE@WHY-BERLIN.COM the hundert Register now, and receive every issue by mail for free! introduCtion Klaus Wowereit KlauS WoWereit haS been the governing mayor of berlin Since 2001, and the longeSt Serving head of government in office of any german State. Governing Mayor of Berlin Hundert Continues as a series! We are very excited about the response that “Hundert – insight on the Online Capital Berlin” has received. Therefore...
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...Rethinking the Networked Economy: The True Forces Driving the Digital Marketplace. By Stan Liebowitz Professor of Economics University of Texas at Dallas 2/3/2002 Chapter 1 Introduction .............................................................................................. 1 A. What you will find in later chapters............................................................ 3 Chapter 2: Basic Economics of the Internet.............................................................. 9 A. How the Internet creates value.................................................................... 9 B. Special Economics of the Internet, or maybe not so special..................... 13 i. Network effects......................................................................................... 13 ii. Economies of Scale................................................................................... 15 iii. Winner take all.......................................................................................... 17 C. How the Internet Alters the likelihood of Winner-take-all....................... 20 Chapter 3: Racing to be first: Faddish and Foolish ................................................. 25 A. From Winner-take-all to First-Mover-Wins ............................................. 26 B. The Concept of Lock-In............................................................................ 32 i. Strong Lock-In ...................................................................
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