Another review of Sramana Mitra’s Vision India 2020 on Amazon.com: “It is an interesting premise for the basis of a book, shorn of many of the greater issues that India faces from poverty to crime to population to education; the simple premise is what can I do to help my country not fall back to
SM: How does your revenue break down between subscription and ads? JK: About 85% of our revenue comes directly from consumers paying. The other 15% is from advertising.
SM: When you first started were there any other companies competing in the social IM space? JK: There were some companies that came out focusing on voice conferencing via the Internet. LibStream, FireTalk, and HearMe were the most significant, and all were well funded. HearMe was a public company and had $270 million in public
Here is Charles Ashbacher’s review of Innovation: Need Of The Hour (Entrepreneur Journeys, Volume 4) on Amazon.com: “It is hard to argue with the basic premise of this collection of interviews, namely that innovation driven by entrepreneurs is the key to solving the biggest problems of today. The near financial collapse of late 2008 destabilized markets
SM: When you had your first IM client, who were your competitors? JK: At that time AOL and ICQ were had the primary instant messaging clients. MSN, Yahoo and Skype had not yet entered the field. Of course, those IM clients were text only and did not involve a voice component like ours.
Jason Katz is the founder and CEO of Paltalk.com. Jason oversees the strategic direction of Paltalk and also manages the company’s system architecture. Jason is an authority on instant messaging as well as web based voice and video. Jason previously co-founded MJ Capital, a money management firm. Earlier in his career, he was a corporate
SM: You are in multiple markets. How big are those markets? What is your TAM? TM: From our perspective the IT operations and service management TAM is somewhere between $600 million and $1 billion. The business continuity marketplace has a $1 billion TAM. We like our positioning in that marketplace because we have such a
SM: What is the hardest decision you have had to make as you were building this company? TM: In 2004 I had to recognize that we still did not have the right product. That was the hardest decision I have had to make with this company. We started with the wrong product, customized it for