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Los Angeles-based Image Metrics said Monday that it has launched its facial animation technology product, FACEWARE. Pricing on the new facial animation software was not released, and the firm did not say what the impact of the Bungie win was to the firm. Image Metrics' FACEWARE works with existing 3D software packages.
Los Angeles-based Image Metrics , a developer of facial animation technology, disclosed this morning that it has created a new "rigging" service for the video game and film markets. According to the firm, the new service will allow video game makers to use its technology and team to create "highly emotive" facial animation.
<== Our conclusion was that this isn’t a temporary blip that will swiftly trend-back up in a V-shaped recovery of valuations but rather represented a new normal on how the market will price these companies somewhat permanently. When you look at how much median valuations were driven up in the past 5 years alone it’s bananas.
Once you build it, they will now ask you about the key metrics that they need proven in order to see if you really are a good investment. The real reason to build an MVP is to do early tests of key Startup Metrics for the business. " Once you have the metrics defined, it focuses your effort. To prove/disprove a hypothesis.
2 preamble issues having read the comments on TC today: 1: I know that the prices of startup companies is much great in Silicon Valley than in smaller towns / less tech focused areas in the US and the US prices higher than many foreign markets. You can be pissed off, but I don’t set prices. That’s stupid.
We spoke with CEO and co-founder Spencer Price to learn more about the company. Spencer Price: Halla is the only software company to dynamically profile human tastes so we can help people make better choices. Spencer Price: That's a fair question. Spencer Price: It's a bit of a circuitous route. What is Halla?
When they look at buying your company they often think in terms of “how long will it take until I earn back the profits to pay for my acquisition price?” If you spent the 3 years perfecting some hugely differentiated technology IP that may also be different. Revenue is Not Revenue is Not Revenue.
But in my experience as an entrepreneur and now spending my time amongst investors I can generalize that almost all VC investments in early stage technology & Internet investments come down to just four key factors. I obviously don’t speak for all investors. And VC’s are tough customers. They’ve “seen it all.&#.
At heart I’m still a tech nerd from childhood and I love to see how technology is changing business and society. Often as I describe to people privately why I invested the first reaction is not to immediately get it. Reasonably technical concepts. Innovator’s Dilemma. Early stage.
skip to main | skip to sidebar SoCal CTO Saturday, February 17, 2007 About this Blog Ive been thinking about doing a blog with my thoughts on technology and whats happening in the Los Angeles area technology scene for a while, but it was Ben Kuos recent start of a blog that inspired me to actually go ahead and do it. Thanks Ben.
His work in social media, e-Learning and Performance Support has won awards and has led him into engagements at many Fortune 500 companies including Credit Suisse, Royal Bank of Canada, Citibank, Lexus, Microsoft, Nissan, Universal, IBM, Hewlett-Packard, Sun Microsystems, Fidelity Investments, Symbol Technologies and SHL Systemhouse.
His work in social media, e-Learning and Performance Support has won awards and has led him into engagements at many Fortune 500 companies including Credit Suisse, Royal Bank of Canada, Citibank, Lexus, Microsoft, Nissan, Universal, IBM, Hewlett-Packard, Sun Microsystems, Fidelity Investments, Symbol Technologies and SHL Systemhouse.
skip to main | skip to sidebar SoCal CTO Thursday, March 1, 2007 Entreprenuer Network Great post by Ben Kuo - The Importance of the “Network&# to Entrepreneurs - the informal connections between people in the technology industry here who have a vested interest in helping entrepreneurs take their companies to the next level.
But when you create a product for a large segment of users who previously couldn’t afford products due to price or complexity and if that product can work at “Internet scale” you have the chance to do something truly amazing. The team has stated it and has built metrics around key goals for future success.
In the case of MakeSpace we had huge initial successes in New York City as Rahul led the scaling of our drivers, our trucks and our warehouses and we figured out the right price points to beat the local competition. presented pricing challenges when compared to a whole new set of offline competitors we didn’t know well.
His work in social media, e-Learning and Performance Support has won awards and has led him into engagements at many Fortune 500 companies including Credit Suisse, Royal Bank of Canada, Citibank, Lexus, Microsoft, Nissan, Universal, IBM, Hewlett-Packard, Sun Microsystems, Fidelity Investments, Symbol Technologies and SHL Systemhouse.
His work in social media, e-Learning and Performance Support has won awards and has led him into engagements at many Fortune 500 companies including Credit Suisse, Royal Bank of Canada, Citibank, Lexus, Microsoft, Nissan, Universal, IBM, Hewlett-Packard, Sun Microsystems, Fidelity Investments, Symbol Technologies and SHL Systemhouse.
His work in social media, e-Learning and Performance Support has won awards and has led him into engagements at many Fortune 500 companies including Credit Suisse, Royal Bank of Canada, Citibank, Lexus, Microsoft, Nissan, Universal, IBM, Hewlett-Packard, Sun Microsystems, Fidelity Investments, Symbol Technologies and SHL Systemhouse.
His work in social media, e-Learning and Performance Support has won awards and has led him into engagements at many Fortune 500 companies including Credit Suisse, Royal Bank of Canada, Citibank, Lexus, Microsoft, Nissan, Universal, IBM, Hewlett-Packard, Sun Microsystems, Fidelity Investments, Symbol Technologies and SHL Systemhouse.
One of his companies - Gluecode - was sold to IBM for a pretty good price. Technology Advisor Technology Roles in Startups Pricing Customer Acquisition Sunk Costs and More -. Technology Jobs in Southern California – a Rebound. in Computer Science. Attorney and Startup Business Advisor – Aaron Shec.
Proof of any business model starts with a finished product or solution, sold to a new customer for full price, with high satisfaction for the value received. Decide early where and when money will come from, set some milestones and metrics, and work to a plan, or be caught short. Word of mouth is not adequate for marketing and sales.
New technologies drive the need for support and attachments, which could be your opportunity or loss. When sales fall off, you need to dig deep for the “why,” rather than just assuming the price needs to go down. Proactively evaluate new technologies for impact. Establish and evaluate metrics at multiple levels.
His work in social media, e-Learning and Performance Support has won awards and has led him into engagements at many Fortune 500 companies including Credit Suisse, Royal Bank of Canada, Citibank, Lexus, Microsoft, Nissan, Universal, IBM, Hewlett-Packard, Sun Microsystems, Fidelity Investments, Symbol Technologies and SHL Systemhouse.
His work in social media, e-Learning and Performance Support has won awards and has led him into engagements at many Fortune 500 companies including Credit Suisse, Royal Bank of Canada, Citibank, Lexus, Microsoft, Nissan, Universal, IBM, Hewlett-Packard, Sun Microsystems, Fidelity Investments, Symbol Technologies and SHL Systemhouse.
His work in social media, e-Learning and Performance Support has won awards and has led him into engagements at many Fortune 500 companies including Credit Suisse, Royal Bank of Canada, Citibank, Lexus, Microsoft, Nissan, Universal, IBM, Hewlett-Packard, Sun Microsystems, Fidelity Investments, Symbol Technologies and SHL Systemhouse.
His work in social media, e-Learning and Performance Support has won awards and has led him into engagements at many Fortune 500 companies including Credit Suisse, Royal Bank of Canada, Citibank, Lexus, Microsoft, Nissan, Universal, IBM, Hewlett-Packard, Sun Microsystems, Fidelity Investments, Symbol Technologies and SHL Systemhouse.
His work in social media, e-Learning and Performance Support has won awards and has led him into engagements at many Fortune 500 companies including Credit Suisse, Royal Bank of Canada, Citibank, Lexus, Microsoft, Nissan, Universal, IBM, Hewlett-Packard, Sun Microsystems, Fidelity Investments, Symbol Technologies and SHL Systemhouse.
His work in social media, e-Learning and Performance Support has won awards and has led him into engagements at many Fortune 500 companies including Credit Suisse, Royal Bank of Canada, Citibank, Lexus, Microsoft, Nissan, Universal, IBM, Hewlett-Packard, Sun Microsystems, Fidelity Investments, Symbol Technologies and SHL Systemhouse.
He eventually applied his lessons learned in these experiences when he founded Zag, a company that helps consumers buy cars over the Internet at pre-negotiated prices with nearly 4,000 dealers across the country [disclosure: my firm GRP Partners is an investor in Zag]. It’s awesome. The deals we quickly went through are: 1. Foursquare.
His work in social media, e-Learning and Performance Support has won awards and has led him into engagements at many Fortune 500 companies including Credit Suisse, Royal Bank of Canada, Citibank, Lexus, Microsoft, Nissan, Universal, IBM, Hewlett-Packard, Sun Microsystems, Fidelity Investments, Symbol Technologies and SHL Systemhouse.
His work in social media, e-Learning and Performance Support has won awards and has led him into engagements at many Fortune 500 companies including Credit Suisse, Royal Bank of Canada, Citibank, Lexus, Microsoft, Nissan, Universal, IBM, Hewlett-Packard, Sun Microsystems, Fidelity Investments, Symbol Technologies and SHL Systemhouse.
For me, these are folks who are actively involved in wide variety of technology-enabled businesses. Having produced a variety of events over the years and having been on the boards of both the Technology Council and AITP, I can say that its really hard to attract a critical mass of interesting people. You know what I mean.
Most of the entrepreneurs I meet as an investor and advisor have no shortage of right-brain thinking, showing vision and creativity, but often don’t realize that their potential is being limited by a balancing focus on results, metrics, and customer specifics. Every balanced leader does marketing early.
Our interview this morning is with Scott Cannon , the CEO of BigRentz (www.bigrentz.com), which is creating an online marketplace for big equipment--an industry known notoriously as not adopting new technology. They've been resistant to technology for a long time. Then there was haggling back and forth about price.
Pick a single metric that is the focus for all growth. Today’s world is full of metrics leading to business growth, including customer logins, revenue per customer, retention, and average solution price. In this age of technology, the advent of a better alternative is inevitable. Less is more.
For those patient enough to source great companies at reasonable prices and prepared to weather the next inevitable downturn, I believe firmly there will be economic rewards for discipline and patience. They compete on features, price and execution. I believe it’s truly morning in the technology sector.
It must be understandable, written down, and verifiable, with regular measurements and metrics to make it real, benchmarked against the competition. Leaders have found that keeping everyone on top of changes in technology, competition, and customer demands is critical to success. Make your service deliver process “happy.”
It’s important to define your growth strategy, document it, communicate it to your team, and align metrics and employee rewards to target goals. For example, Mark McClain, cofounder and CEO of SailPoint Technologies , created an employee growth culture resulting in growth of forty percent a year, with more than $100 million in revenues.
As a long-time mentor to entrepreneurs, here is my collection of smart risks that investors and I look for in new startups: Focus on a tough customer problem rather than a fun technology. Investors hate technology solutions looking for a problem, due to the high risk of no customers. Find a strategic partner to accelerate growth.
These changes can be cultural, like the increasing need to be social, spawning Facebook and a hundred others, or technological, like the explosion of mobile devices around the world. Another example is seeing substitute versions of a product, like eBooks, for a low price displacing hardcover books. New unmet consumer or customer needs.
As a long-time mentor to entrepreneurs, here is my collection of smart risks that investors and I look for in new startups: Focus on a tough customer problem rather than a fun technology. Investors hate technology solutions looking for a problem, due to the high risk of no customers. Find a strategic partner to accelerate growth.
These changes can be cultural, like the increasing need to be social, spawning Facebook and a hundred others, or technological, like the explosion of mobile devices around the world. Another example is seeing substitute versions of a product, like eBooks, for a low price displacing hardcover books. New unmet consumer or customer needs.
As a long-time mentor to entrepreneurs, here is my collection of smart risks that investors and I look for in new startups: Focus on a tough customer problem rather than a fun technology. Investors hate technology solutions looking for a problem, due to the high risk of no customers. Find a strategic partner to accelerate growth.
The basic alignment framework of strategy, customers, people, and processes hasn’t changed, but the pace of technological, competitive, and social change has increased at an amazing rate. If you have had to pivot from the consumer market to enterprise customers, that requires new pricing models and new sales channels.
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