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HOT TOPICS
- 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
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
Sharat Sharan’s On24: Lead Generation Through WebCasting (Part 2)
SM. Where did you get the idea for your current venture? What is your domain experience in the segment? SS: When I joined ON24 in 1998, we had 2-3 people. We were using streaming audio and video but the business model had not been developed. I saw that as an opportunity because streaming was in
Sharat Sharan’s On24: Lead Generation Through WebCasting (Part 1)
SM: Please describe your personal background : Family, upbringing, early career, etc. leading up to this venture. SS: I grew up in New Delhi, India and my dad was a senior military officer. We had a lot of change every two years as we moved from place to place. This taught me how to make
Enterprise 3.0 Framework: Recap
I wrote a framework piece defining next generation Enterprise software, and wrote a number of derivative pieces on the subject about specific companies. Just like we added to the Web 3.0 framework last week, this week we need to add to the Enterprise 3.0 framework as well. But first, here’s the recap. Definition: Enterprise 3.0
Web 3.0 & Online Movies (Part 5)
M&A and VC Activity In April 2007, Comcast acquired online movie ticket destination Fandango for $200 million. Fandango is a fast growing site with about 5 million unique monthly visitors. Founded in 2000 by seven of the top 10 largest U.S. theater chains, Fandango services movie ticketing for more than 15, 000 screens. Recently, Blockbuster
Eric Benhamou & the Turnaround of 3Com (Part 18)
To conclude an extremely interesting interview, here is a final, reflective segment with Eric. We will continue the story of Palm separately, later in September, once Palm’s shareholder vote for the Elevation Partners deal is completed. SM: You have watched what happened since then. What lost 3Com the position you were in at the end
Eric Benhamou & the Turnaround of 3Com (Part 17)
SM: Whom did you sell the high end product line to? EB: We sold it to Extreme. We put Extreme in business. It was a bad decision because the analysis was wrong. It was taken in an overheated period, by an over impatient board who were comparing ourselves with companies whose growth rate was inflated
Eric Benhamou & the Turnaround of 3Com (Part 16)
With Palm successfully launched, and the merger with USR stabilized, Eric was now at the end of his tenure as CEO of 3Com. Here is details his final decisions, and reflects back on some mistakes. SM: In our next series, I would love to examine Palm. Finishing up with the 3Com story, however, the USR