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How Savvy Companies Leverage Brand, Technology and IP Licensing to Leap Ahead of The Competition

SoCal Tech Calendar

Tuesday, July 20, 2010 -- How Savvy Companies Leverage Brand, Technology and IP Licensing to Leap Ahead of The Competition. See [link] (more).

IP 100
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I Know Everybody Told You to Send Your Fund-Raising Decks as a Link.

Both Sides of the Table

I know that you can use an email system with this to track my open rate, whether I forwarded the email, the IP address where I read it, whether I was on a mobile device or a wired computer and you can tell who else read the document. Competition isn’t won or lost by your marketing decks?—?it’s What should not be in your deck?

Funding 239
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Fonality: More Than A Business Phone System, with David Scult

socalTECH

In an intensely competitive area, how do you differentiate yourself and grow a company? With around a hundred employees in Los Angeles, and $40M in revenues, Fonality (www.fonality.com) --a developer of voice-over-IP phone software and systems--has managed to rise above the crowd of commodity voice-over-IP and PBX service providers.

IP 138
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What Does the Post Crash VC Market Look Like?

Both Sides of the Table

We could talk with customers, meet the entire management team, review financial plans, review customer purchasing cohorts, evaluate the competition, etc. Of course our execution against the strategy has had to change but the strategy has remained constant. In 2009 we could take a long time to review a deal.

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Marketing and big data: Finding that needle in the haystack

Berkonomics

You may not be aware of all the data your company stores, or whether it is usable at the atomic level – by source location or name or IP address. Make a short list of all the places you know you accumulate information about your customers and prospects. Then decide whether there is unmined gold in those undiscovered places.

Marketing 120
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Why The Media Has Been Wrong About YouTube Networks

Both Sides of the Table

Of course it’s a competitive market so MCNs competing for top talent not only compete on rev share to talent but also to services that they provide talent. Building direct customer relationships with viewers (who want to tune into your channels). Selling at smaller retailers will net you fewer customers and higher margins.

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Is Your Organization Ready to Become an Ecosystem Driver?

Xconomy

However, there is still room for competition. Companies must learn to become ecosystem drivers – even if only for a subset of their customers – in order to survive. A distinguishing feature of this model is that they are the destination in their space for a subset of their customers. – Ensure great customer experience.