categories
HOT TOPICS
- The Accelerator Conundrum
- The Startup Velocity Question
- Platform as a Service
- Man and Superman
- Web 3.0 = (4C + P + VS)
- The Future: End of Capitalism
- Capitalism 2.0
broadband
Latin America Internet Market
I am in Argentina this week on a Consulting assignment with Mercado Libre (MELI), the region’s largest e-commerce marketplace. So here’s some interesting data about the Latin American Internet market from a bunch of different sources that I am working with. [My Indian readers would find it interesting to contrast some of this data with
Web 3.0 & Viacom (Part 2)
Vertical Strategy Viacom’s Internet properties are targeted to the youth and the young at heart. Entertainment for the youth market is the underlying tone in all its digital properties. The Company’s sites cater to Pre-teens, Teens and College Kids through its portfolio of Nickelodeon, MTV, Comedy Central and VH1 sites. It has created a niche
Web 3.0 & Viacom (Part 1)
Introduction Viacom, Inc. is a leading entertainment conglomerate operating through two segments: Media Networks, which includes MTV Networks and BET (Black Entertainment) Networks, and Filmed Entertainment, which includes Paramount Pictures Corporation and Famous Music. The Company owns some of the most popular entertainment brands in the world including, BET, Famous Music, MTV, VH1, Nickelodeon, Nick
Sharat Sharan’s On24: Lead Generation Through WebCasting (Part 3)
SM: How big is the market? How do you calculate TAM? What is your business model? SS: When looking at adoption of broadband worldwide, combined with the need for global communications, the TAM is large. Over the last few years, we have seen webcasting emerge as a key tactic for corporate marketing initiatives and lead
Eric Benhamou & the Turnaround of 3Com (Part 13)
3Com challenged Cisco with a Boundary Router strategy that threatened Cisco’s core router franchise. SM: So what prevented you from finally catching Cisco and passing them? EB: In 1997, there was one major shock for 3Com. More and more enterprise networks had to extend into carrier networks. Enterprises could not build all of these large
Building the Electronic Arts of Casual Gaming: PlayFirst CEO John Welch (Part 3)
SM: Where did you get the idea for your current venture? What is your domain experience in the segment? Any particular reason that led you up to this venture? JW: I co-founded my first startup in 1997, with that same roommate from Boston. While trying to raise capital and recruit a head of engineering, the
I Would Not Sell Sify
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
Re-engineering the Book Business: Blurb CEO, Eileen Gittins (Part 3)
SM: Describe the value proposition of Blurb, including differentiation versus the rest of the market. EG: Blurb is bringing book publishing to the masses by providing an affordable publishing platform that’s accessible to anyone with a broadband connection and modest computing skills. Every family, traveler, photographer, bride, cook, poet, teacher, blogger, and artist has a
