Lars Dalgaard and his Success Factors (Part 10)

SM: How did you go from 2001 with $1M in financing to the scale you are today? Didn’t you have to finance the company further? LD: I basically did not have a life for six years. SM: Didn’t you need more financial resources? LD: When you are cash flow positive, you don’t need any more

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Lars Dalgaard and his Success Factors (Part 9)

SM: How do you view your competitive landscape right now? The HR, human capital landscape is moving online and becoming very big as we are penetrating more of the mid-market and small businesses. How do you view the rest of the players in your ecosystem and how do you position? LD: Let’s just look at

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Intel Wins By Staying “Inside” the Box

By Michael Kanazawa, Guest Author We all hear that you need to think outside of the box to develop breakthrough strategies. In Intel’s case, the winning strategy is more likely to stay “Inside” the box and to stay focused.

Deal Radar 2008: Federated Media Needs to Focus

I was recently at a dinner party where a venture capitalist asked me about Federated Media, and whether his firm should invest in the company. Federated, if you haven’t yet figured this out, is on the funding trail at the moment, trying to raise money.

Broadcom: Aggression in the Cell Phone Market

By Vijay Nagarajan, Guest Author We have so far looked at Broadcom’s Enterprise Networking business, Broadband Communications business, and the Bluetooth and WLAN components of its Mobile and Wireless Business. I will now look at its cellular mobile business which, in my mind, is the make-or-break component for the company.

Building an Ambitious SaaS Company: Taleo CEO Michael Gregoire (Part 13)

SM: What is your take on the Street’s understanding of how to analyze SaaS companies. Why are SaaS companies down so much? MG: It is coming around. I think SaaS gets put in the same bucket as tech. Right now there is a lack of visibility and understanding of how the future is going to

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Building an Ambitious SaaS Company: Taleo CEO Michael Gregoire (Part 12)

SM: How many engineers worked on the new product? MG: We don’t break out how many engineers work on what products. SM: The reason I am asking that question is more intelligent than it sounds. SaaS companies have a big operational overhead to come to market and get established, but then additional products are not

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Broadcom: Growth by acquisition

By Vijay Nagarajan, Guest Author Over the last two parts of this series, we discussed the advantages and disadvantages of Broadcom’s wide portfolio at length. It is also illustrative to look at a key strategy that the company has been following for a while now: Growth by acquisition.