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Facebook’s Monetization Strategy (Part 2)

Posted on Thursday, Jul 26th 2007

I would, personally, like to see them dominate not only Online Jobs, but also Online Photo Sharing. News Corp recently bought Photobucket as one of MySpace’s Monetization efforts. Photo sharing is one of the top segments and in the US the top 10 photo sharing sites draws around 50 million visitors each month. I have reviewed Flickr, KodakGallery, Shutterfly, and Photobucket, using my Web 3.0 Framework. Shutterfly recently went public, and has been doing well. >>>

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Jim Satloff & Neal Goldman’s AI Engine, Inform (Part 4)

Posted on Thursday, Jul 26th 2007

SM: What is the business model of your company?

JS: As I showed you, Sramana, we have 2 different business models, one a fee-for-service model that has a consistent, recurring revenue stream, and a revenue-share, ad-based model, which is more consistent with the lighter implementation of our products that I demoed for you.

SM: What is the revenue & profitability status of the company? >>>

Women & Web 3.0 (Part 3)

Posted on Wednesday, Jul 25th 2007

Business Model

Most women’s sites earn money mainly from ad revenues, and also from subscriptions and products sold through their sites. According to comScore Media Metrix, advertisement revenues for the women’s sites are forecasted to grow at 19% in 2007 but iVillage has grown its ad revenues by 46% in 1Q 2007 and 40% in 2Q 2007.

Ad rates for most of the women’s sites vary between $5 to $40 CPM with quality sites like iVillage, Glam, etc. commanding a premium. >>>

Video FAQs

Facebook’s Monetization Strategy (Part 1)

Posted on Wednesday, Jul 25th 2007

I have, so far, refrained from joining the hype machine around Facebook. However, things are plain out-of-control right now, with rumors about them turning down $6 Billion acquisition offer from Microsoft, and more recently, that $10 Billion is what they think they’re worth.

All this, on an annualized revenue of how much? $150 Million, right?

So, I want to discuss the obvious question: how does Facebook monetize? >>>

iPhone’s Component Ecosystem: Intel

Posted on Wednesday, Jul 25th 2007

In this post, we will be analyzing Intel as part of the series on the major players in the iPhone’s component ecosystem. In the iPhone, Intel provides a wireless flash with 32 Mbytes of NOR coupled with 16 Mbytes of SRAM for code execution.

Intel Corp. (Nasdaq: INTC) is the world’s largest chip manufacturer with revenues of $35.4 billion and 94,100 employees in 2006. Its core products include microprocessors, chip-sets, motherboards, flash memory, wired and wireless connectivity products, and communications infrastructure components. Its operations are organized into Digital Enterprise Group, Mobility Group, Flash Memory Group, Digital Home Group, Digital Health Group, and Channel Platforms Group.

Digital Enterprise Group accounted for 56% of its consolidated net revenue in 2006 and sales from microprocessors within the group accounted for 41% of its consolidated net revenue.

Mobility Group accounted for 35% of consolidated net revenue in 2006 and the sales of microprocessors within the Mobility Group made up 26% of consolidated net revenue. To focus on its core businesses, Intel sold its Xscale communications-chip division in the Mobility Group for $600 million to Marvell Technology Group, Ltd (MRVL) in Q4 2006. >>>

Jim Satloff & Neal Goldman’s AI Engine, Inform (Part 3)

Posted on Wednesday, Jul 25th 2007

SM: What is your personal background?

JS: I have an undergraduate degree in computer science with a specialization in artificial intelligence and natural language processing. I also have a graduate degree in business (an MBA). Both degrees are from Columbia University.

Prior to joining Inform, I was the CEO and President of C.E. Unterberg, Towbin, an investment bank that supplies capital and advice to companies in the technology, global security, and healthcare industries. I was previously the executive managing director of investment services for Standard & Poor’s, from 1996 to 2004. I was responsible for approximately $200 million in annual revenue, including Standard & Poor’s broker/dealer, and Standard & Poor’s Securities, Inc. I managed approximately 750 employees globally. In addition, I led the team that evaluated and purchased Capital IQ for Standard & Poor’s in 2004, which is when I met Neal Goldman, the Founder of Inform.

SM: I see, you bought his first company, and then decided to join his next company! >>>

Women & Web 3.0 (Part 2)

Posted on Tuesday, Jul 24th 2007

Top Players and Rankings

With more and more women going online for quality content on health, beauty, parenting, shopping, entertainment, dating, etc. there is a rising demand for women’s portals. Some of the top sites for women are iVillage, BellaOnline, Handbag and Janemag. Style, fashion, beauty, shopping sites are very popular among young college going women as well as working women.

The women’s sites are experiencing strong growth. iVillage has grown its user base in 11 of the past 12 months. Glam, which recently overtook Disney’s women network and Conde Nast’s Network, is catching up fast with iVillage. It claims to have over 16 million global visitors, although the way their traffic is measured is somewhat ambiguous. >>>

I Would Not Sell Sify

Posted on Tuesday, Jul 24th 2007

On the face of it, there is a strong similarity between Rediff (REDF) and Sify (SIFY). Both have portal sites that offer a wide gamut of online services. But in Sify’s case the portal is just a small piece in a big jigsaw puzzle that together makes up the company’s operations.

In order to understand Sify as it is today, let’s take a peek at its past.

In the early Internet era the most visible dotcom presence was inevitably a website and all that goes into getting it up and running, namely domain name registration, web design, and hosting.

Satyam Computer Services of which Sify, then Satyam Infoway was a part, incorporated in December 1995, was pretty much into virtually every Internet related service. This meant that while new companies with nimble-footed ability forged ahead offering focused and clearly identifiable services, Satyam despite first-mover advantage, chose to become bloated and burdened by a widely divergent product portfolio, outsourced services being their primary money-making business. >>>