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
Eric Benhamou & the Turnaround of 3Com (Part 12)
SM: Is this when you began to close the gap on Cisco? EB: There was one play that we used which enabled us to close in on Cisco, and we called it Boundary Routing. Cisco was driven to more complex solutions than us. They positioned routing as something of a magic art, very complicated and
The Next Big Innovation in Microprocessors: Anant Agarwal (Part 8)
SM: The market you are pursuing is embedded processors, so you do not really have demand for the fatter operating systems, such as Windows Vista. AA: Right, that is not where we are, but if for some reason that became important to a customer it would be done. Each processor core is full featured, so
Web 3.0 & Online Health (Part 5)
M&A and VC activity Increased traffic and stickiness of online health sites have led to a number of deals in the current year. In July 2007, NBC Universal and GE Commercial have jointly invested $25 million in Healthline, a fast growing health vertical. In June 2007, Meredith, a leading media and marketing companies acquired Seattle-based
Concur CEO Steve Singh (Part 8)
SM: Most of the expense reporting is around travel. However, there are other expenses to be incurred, right? SS: That is exactly correct, there are expenses which occur outside of travel. The same solutions can be applied whether it is business travel or taking a client out for lunch. The core point is that as
Concur CEO Steve Singh (Part 7)
Another beneficial attribute of the company was a very specific focus and area of expertise. Maintaining that focus has allowed them to develop into pureplay domain experts, and depth of expertise is always valued. SM: OK, so the focus has been on-demand expense management solutions. That has been the case from 2001 until now, right?
Concur CEO Steve Singh (Part 6)
Dealing with and properly addressing change is a substantial aspect of the success or failure of companies. Shifting to the on-demand model without any other examples to follow was visionary, but if implemented incorrectly could have been devastating as well. SM: How did you change the channel at this point? You shifted to an on-demand
Concur CEO Steve Singh (Part 5)
The stock price of Concur dropped before the dot com bust, but while the rest of the industry was faltering, Concur began to climb. SM: You changed course in 2001. Was that due to the market? SS: The change actually happened in 2000, and it was due to our business strategy transition. The market did
Concur CEO Steve Singh (Part 4)
SM: 1998 you went public with $6M a quarter revenue. What happened after that? SS: The company did well in the public market for a period of time. One of the major changes for us was in April 2000, before the bubble burst. A true story, which gives you some context about us. I was
