Here is my new article in Seeking Alpha on the Top 10 canadian technology stories for 2011.
http://seekingalpha.com/article/316475-top-10-canadian-technology-stories-for-2011
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
A blog on the convergence of info-communications industries: communications, computing, electronics, entertainment, publications and education. Strategic, technological and financial analysis. English and French blog. Cette chronique traite de l’évolution des industries de l’information et des communications et couvre des aspects stratégiques, technologiques et financiers, comme l’économie du savoir et de l’innovation. L’auteur est Associé principal de Infocom Intelligence.
Thursday, December 29, 2011
2011: the most digital Xmas of all time
Digital goods are the fastest-growing category online this holiday, led by e-books, suggesting Amazon.com Inc.’s strategy to conquer the world with cheap e-readers and tablet computers may be producing some early gains.
Sales of digital goods, which also include music and videos, are up about 30 per cent this holiday season, compared to the same period last year, according to comScore data.
Furthermore, mobile commerce surged quickly this year, helped with the proliferation of applications and a better offer of mobile sites, enabling mobile transactions.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Sales of digital goods, which also include music and videos, are up about 30 per cent this holiday season, compared to the same period last year, according to comScore data.
Furthermore, mobile commerce surged quickly this year, helped with the proliferation of applications and a better offer of mobile sites, enabling mobile transactions.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Tuesday, December 27, 2011
For Google's Chairman: "Within 10 years, computers will be 30 times faster…which will allow us to do amazing things."
According to Google's Chairman Eric Schmidt: "Within 10 years, computers will be 30 times faster…which will allow us to do amazing things."
Mobile is a world driver of growth and prosperity. Schmidt highlighted the captive market for these changes by pointing out that, in some countries, people are placing greater priority on having a mobile phone than getting running water at home.
Speaking about the future, Schmidt is optimistic that computers and artificial intelligence will not take over the world. Instead he believes that a complimentary scenario will emerge:
Over five to ten years, human and computers will be distinguishable. Humans will still be very good at what we do — intuition, fun, entertainment, innovation — and computers will get extraordinarily good about what they are very good at, such as needle in a haystack problems and infinite memories.
Schmidt believes that the value of mobile devices is the networks of information that they are connected to, rather than the device itself:
"I don’t think of this as my phone, it is my personal super computer that can answer any question that I care about in life."
Source:
http://www.c-span.org/Events/Google-CEO-Discusses-Internet-and-Censorship/10737426642-1/
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Mobile is a world driver of growth and prosperity. Schmidt highlighted the captive market for these changes by pointing out that, in some countries, people are placing greater priority on having a mobile phone than getting running water at home.
Speaking about the future, Schmidt is optimistic that computers and artificial intelligence will not take over the world. Instead he believes that a complimentary scenario will emerge:
Over five to ten years, human and computers will be distinguishable. Humans will still be very good at what we do — intuition, fun, entertainment, innovation — and computers will get extraordinarily good about what they are very good at, such as needle in a haystack problems and infinite memories.
Schmidt believes that the value of mobile devices is the networks of information that they are connected to, rather than the device itself:
"I don’t think of this as my phone, it is my personal super computer that can answer any question that I care about in life."
Source:
http://www.c-span.org/Events/Google-CEO-Discusses-Internet-and-Censorship/10737426642-1/
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Saturday, December 24, 2011
Google + en vie et en croissance!
Plusieurs blogues technologiques ont prédit la mort du réseau social Google +. Or, celui-ci a maintenant plus de 150 millions d'abonnés et connait une forte croissance. C'est le troisième réseau social le plus important après Facebook et le chinois Waebo.
Google+ serait avant tout un succès international, puisque seulement 10% de ses utilisateurs seraient américains. Les efforts de Google pour gagner de nouveaux abonnés semblent donc payer. Le réseau social est désormais compatible sur l'ensemble des plateformes mobiles et dispose même d'une application dédiée sur l'App Store et l'Android Market. Il est aussi totalement intégré dans la majorité des services Google les plus populaires (Gmail, YouTube, Picasa, etc.).
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Google+ serait avant tout un succès international, puisque seulement 10% de ses utilisateurs seraient américains. Les efforts de Google pour gagner de nouveaux abonnés semblent donc payer. Le réseau social est désormais compatible sur l'ensemble des plateformes mobiles et dispose même d'une application dédiée sur l'App Store et l'Android Market. Il est aussi totalement intégré dans la majorité des services Google les plus populaires (Gmail, YouTube, Picasa, etc.).
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Thursday, December 22, 2011
Top 10 most popular messages of Infocom Analysis for 2011
Here is the top 10 most popular messages of Infocom Analysis blog for 2011. Voici nos 10 messages les plus populaire du blogue Infocom Analysis pour 2011.
1-Dealing with the Make or Buy innovation dilemma using Strategic Project Portfolio
Management (SPPM)
30 oct. 2010
2-La rentabilité de la dépendance technologique
14 mars 2010
3-US group-buying industry (ie. Groupon) should reach around $3 billion in 2011
27 mars 2011
4-Forrester forecast an Apps market of $38 billion by 2015
2 mars 2011
5-BCE strategy revisited
8 nov. 2010
6-Skype’s founder now investing in venture capital
5 mai 2011
7-When mobile data revenue will take over fixed voice revenue
11 avr. 2010
8-Les TIC (Technologies de l'Information et des Communications) dominent le capital de risque au Québec et au Canada en 2010
25 févr. 2011
9- 7 trends affecting business mobility in 2011
21 déc. 2010
10- What is hot in mobile games?
15 nov. 2010
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
1-Dealing with the Make or Buy innovation dilemma using Strategic Project Portfolio
Management (SPPM)
30 oct. 2010
2-La rentabilité de la dépendance technologique
14 mars 2010
3-US group-buying industry (ie. Groupon) should reach around $3 billion in 2011
27 mars 2011
4-Forrester forecast an Apps market of $38 billion by 2015
2 mars 2011
5-BCE strategy revisited
8 nov. 2010
6-Skype’s founder now investing in venture capital
5 mai 2011
7-When mobile data revenue will take over fixed voice revenue
11 avr. 2010
8-Les TIC (Technologies de l'Information et des Communications) dominent le capital de risque au Québec et au Canada en 2010
25 févr. 2011
9- 7 trends affecting business mobility in 2011
21 déc. 2010
10- What is hot in mobile games?
15 nov. 2010
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Wednesday, December 21, 2011
ReadWriteWeb 2012 tech predictions
here are some of the most interesting predictions of the blog ReadWriteWeb:
Abraham Hyatt, Managing Editor
-The relative success of the New York Times' paywall (and others) will drive more experiments in getting people to pay for online content. Thanks to the Times' example, a lot newspapers and magazines will realize their print product doesn't have to be an albatross around their neck. As a result of package print/digital deals, newspaper circulation rates will slow their fall? No, that can't be right.
John Paul Titlow, Writer
-Joining Zite, one of the other popular news reading apps for the iPad will be bought by a big tech or media company. These apps still won't be profitable.
-We'll see a substantial increase in HTML5-fueled mobile Web apps as companies and publishers learn that it frees them from app store restrictions and is cheaper since it offers cross-platform support without having to code for every mobile OS individually. Still, the iTunes App Store and Android Marketplace will also continue to grow.
Dan Rowinski, Writer
-Facebook's IPO will cause an exodus of top talent from the company that creates a new class of venture capitalist and entrepreneurs in Silicon Valley in much the same way as the "Google Millionaires" did a little less than a decade ago.
Joe Brockmeier, Writer
-NFC payments, at least in North America, continue to be a niche offering. People are slow to adopt new payment options, and it will take years before NFC is widely accepted or used.
Mozilla launches its own, federated social network as an open and privacy friendly alternative to Facebook, Google+ and others.
For more information see
http://www.readwriteweb.com/archives/readwritewebs_2012_staff_predictions_and_what_we_got_wrong_in_2011.php
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Abraham Hyatt, Managing Editor
-The relative success of the New York Times' paywall (and others) will drive more experiments in getting people to pay for online content. Thanks to the Times' example, a lot newspapers and magazines will realize their print product doesn't have to be an albatross around their neck. As a result of package print/digital deals, newspaper circulation rates will slow their fall? No, that can't be right.
John Paul Titlow, Writer
-Joining Zite, one of the other popular news reading apps for the iPad will be bought by a big tech or media company. These apps still won't be profitable.
-We'll see a substantial increase in HTML5-fueled mobile Web apps as companies and publishers learn that it frees them from app store restrictions and is cheaper since it offers cross-platform support without having to code for every mobile OS individually. Still, the iTunes App Store and Android Marketplace will also continue to grow.
Dan Rowinski, Writer
-Facebook's IPO will cause an exodus of top talent from the company that creates a new class of venture capitalist and entrepreneurs in Silicon Valley in much the same way as the "Google Millionaires" did a little less than a decade ago.
Joe Brockmeier, Writer
-NFC payments, at least in North America, continue to be a niche offering. People are slow to adopt new payment options, and it will take years before NFC is widely accepted or used.
Mozilla launches its own, federated social network as an open and privacy friendly alternative to Facebook, Google+ and others.
For more information see
http://www.readwriteweb.com/archives/readwritewebs_2012_staff_predictions_and_what_we_got_wrong_in_2011.php
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
An infographic of Google ads
Here is an infographic of Google ads.
For a better look, see original graph at
http://mashable.com/2011/12/19/online-advertising-2011-google/
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
For a better look, see original graph at
http://mashable.com/2011/12/19/online-advertising-2011-google/
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
5 trends in mobile advertising according to Google, VP Mobile Ads
Here are 5 trends in mobile advertising according to Karim Temsamani, VP Mobile Ads of Google.
1 - Everyone goes mobile
Smartphones and tablets proved that they weren’t just for the geekiest - er, ‘tech savviest’ - among us. These devices are increasingly becoming the norm and they continue to change how people connect with each other, and with businesses, everywhere. According to Google's research with IPSOS earlier this year:
-79% of smartphone consumers use their phones to help with shopping, from comparing prices, to finding more product info, to locating a retailer.
-70% use their smartphones while in a store.
-77% have contacted a business via mobile, with 61% calling and 59% visiting the local business.
It’s not just that more people are using smartphones and tablets (though the numbers are skyrocketing at an accelerating pace)—it’s that a huge, and fast-growing base of smartphone users, now expect to engage with businesses on mobile. The mainstream consumer got mobilized in 2011.
2 - Mobile search transforms shopping, forever
Analyzing mobile search trends helped the industry better understand how people were using their mobile devices in 2011. For starters, we learned a lot about the ‘timing’ of mobile and tablets. These devices enable us to be constantly connected to the internet, as mobile usage has proven to be complementary to the desktop. We got a clearer picture of how search is changing the ways we shop and connect with businesses. More people are looking for deals both en route to stores and within them on mobile - in the retail category, “Black Friday” related mobile queries were over 200% higher this year than in 2010. Users have also developed some mobile-specific shopping habits - for example, 44% of all searches for last minute gifts and store locator terms are projected to come from mobile devices this holiday season. For procrastinators, mobile has come to the rescue!
In October, we looked at some of the newest ways marketers can build their businesses via mobile search. But, this is only the beginning - whether people are trying to find or call a business, compare prices in a store, or visit a site or app directly from their phones, search and search ads will be the tools that shape a new shopping experience, enabling us connect with businesses, research and buy products on or offline, all via mobile.
3 - Progress with the mobile advertising pipes
As an industry, we came a long way in terms of improving the ‘pipes’ - the systems, products and technologies that advertisers use to build, serve, and measure mobile ads. It’s still early days, but the progress with standards like MRAID and the momentum behind HTML5, are helping to rally the mobile community and make it easier for marketers and customers to connect on the platform. Getting existing tools to ‘speak mobile’ has been another key to helping mobile advertising grow-up as quickly users and businesses want it to. Across search and display, the tools the industry is already familiar with are getting mobilized. There’s plenty of work still to do, but significant progress is being made - watch this space in 2012.
4 - Tablets join the mobile party
Tablets made quite a splash this year. Usage trends sharpened - we’re seeing that people people use these devices to shop, consume media, have fun, and they do so most frequently in the evenings. Tablets are a third screen to be reckoned with for marketers - we saw a 440% growth in traffic from tablets in November 2011 compared to December 2010 on the AdMob network. The business potential is tremendous: not only are users more inclined to shop and make purchases on tablets, but because campaigns can be more effective running across several screens instead of one, tablets offer an incremental opportunity for marketers. Our research with Nielsen showed that campaigns on several screens can be ‘Better Together’ - indeed, in cases like Adidas’, that proved to be true.
5 - Businesses start (actually) thinking mobile first
Smartphones and tablets aren’t small desktop computers - they’re new devices being used in entirely new ways. This year, businesses began to embrace this at scale and many saw good things happen when they built ad campaigns and websites specifically for mobile. Ticketsnow’s success with a mobile optimized site - increased site traffic, and more ticket sales - is just one example of the benefits of building for mobile. Initiatives like GoMo and platform-specific ad features will help businesses better connect with mobile customers in the coming months, and beyond.
It’s hard to believe, but as far as the industry has come in 2011, we’re still in the earliest chapters of mobile’s story. The ways people connect to businesses on their mobile devices and the tools they’re using to connect from them progressed by leaps and bounds this year and soon, we’ll see the mainstream shift that changes the way mobile connects people with brick-and-mortar storefronts as well. Mobile will be moving full speed ahead in 2012 so keep those sleeves rolled-up and those seatbelts fastened - we’ll see you then.
Source:
http://googlemobileads.blogspot.com/2011/12/look-back-at-2011.html
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
1 - Everyone goes mobile
Smartphones and tablets proved that they weren’t just for the geekiest - er, ‘tech savviest’ - among us. These devices are increasingly becoming the norm and they continue to change how people connect with each other, and with businesses, everywhere. According to Google's research with IPSOS earlier this year:
-79% of smartphone consumers use their phones to help with shopping, from comparing prices, to finding more product info, to locating a retailer.
-70% use their smartphones while in a store.
-77% have contacted a business via mobile, with 61% calling and 59% visiting the local business.
It’s not just that more people are using smartphones and tablets (though the numbers are skyrocketing at an accelerating pace)—it’s that a huge, and fast-growing base of smartphone users, now expect to engage with businesses on mobile. The mainstream consumer got mobilized in 2011.
2 - Mobile search transforms shopping, forever
Analyzing mobile search trends helped the industry better understand how people were using their mobile devices in 2011. For starters, we learned a lot about the ‘timing’ of mobile and tablets. These devices enable us to be constantly connected to the internet, as mobile usage has proven to be complementary to the desktop. We got a clearer picture of how search is changing the ways we shop and connect with businesses. More people are looking for deals both en route to stores and within them on mobile - in the retail category, “Black Friday” related mobile queries were over 200% higher this year than in 2010. Users have also developed some mobile-specific shopping habits - for example, 44% of all searches for last minute gifts and store locator terms are projected to come from mobile devices this holiday season. For procrastinators, mobile has come to the rescue!
In October, we looked at some of the newest ways marketers can build their businesses via mobile search. But, this is only the beginning - whether people are trying to find or call a business, compare prices in a store, or visit a site or app directly from their phones, search and search ads will be the tools that shape a new shopping experience, enabling us connect with businesses, research and buy products on or offline, all via mobile.
3 - Progress with the mobile advertising pipes
As an industry, we came a long way in terms of improving the ‘pipes’ - the systems, products and technologies that advertisers use to build, serve, and measure mobile ads. It’s still early days, but the progress with standards like MRAID and the momentum behind HTML5, are helping to rally the mobile community and make it easier for marketers and customers to connect on the platform. Getting existing tools to ‘speak mobile’ has been another key to helping mobile advertising grow-up as quickly users and businesses want it to. Across search and display, the tools the industry is already familiar with are getting mobilized. There’s plenty of work still to do, but significant progress is being made - watch this space in 2012.
4 - Tablets join the mobile party
Tablets made quite a splash this year. Usage trends sharpened - we’re seeing that people people use these devices to shop, consume media, have fun, and they do so most frequently in the evenings. Tablets are a third screen to be reckoned with for marketers - we saw a 440% growth in traffic from tablets in November 2011 compared to December 2010 on the AdMob network. The business potential is tremendous: not only are users more inclined to shop and make purchases on tablets, but because campaigns can be more effective running across several screens instead of one, tablets offer an incremental opportunity for marketers. Our research with Nielsen showed that campaigns on several screens can be ‘Better Together’ - indeed, in cases like Adidas’, that proved to be true.
5 - Businesses start (actually) thinking mobile first
Smartphones and tablets aren’t small desktop computers - they’re new devices being used in entirely new ways. This year, businesses began to embrace this at scale and many saw good things happen when they built ad campaigns and websites specifically for mobile. Ticketsnow’s success with a mobile optimized site - increased site traffic, and more ticket sales - is just one example of the benefits of building for mobile. Initiatives like GoMo and platform-specific ad features will help businesses better connect with mobile customers in the coming months, and beyond.
It’s hard to believe, but as far as the industry has come in 2011, we’re still in the earliest chapters of mobile’s story. The ways people connect to businesses on their mobile devices and the tools they’re using to connect from them progressed by leaps and bounds this year and soon, we’ll see the mainstream shift that changes the way mobile connects people with brick-and-mortar storefronts as well. Mobile will be moving full speed ahead in 2012 so keep those sleeves rolled-up and those seatbelts fastened - we’ll see you then.
Source:
http://googlemobileads.blogspot.com/2011/12/look-back-at-2011.html
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Tuesday, December 20, 2011
5 potential innovations according to IBM in the next 5 years
According to IBM we could see in the copming five years these 5 potential innovations. Here are the innovations followed by my comments.
1-People power will come to life.
Advances in technology will allow us to trap the kinetic energy generated (and wasted) from walking, jogging, bicycling and even from water flowing through pipes. A bicycle charging your iPhone?
=it is more a niche market than a mainstream sector.
2-You will never need a password again.
Biometrics will finally replace the password, and with that, redefine the phrase “hack.” Jokes aside, IBM believes multi-factor biometrics will become pervasive. ”Biometric data – facial definitions, retinal scans and voice files – will be composited through software to build your DNA-unique online password.”
=With the proliferation of web sites we want to access, passwords and user ID are also proliferating. Biometrics appears a decent solution in the coming years.
3-Mind reading is no longer science fiction.
Scientists are working on headsets with sensors that can read brain activity and recognize facial expressions, excitement and more without needing any physical inputs from the wearer. “Within [five] years, we will begin to see early applications of this technology in the gaming and entertainment industry,” IBM notes. It will also be good for folks who have suffered from strokes and have brain disorders.
=I saw some very interesting progress of technology with disable people, and it should continue in the near future.
4-The digital divide will cease to exist.
Mobile phones will make it easy for even the poorest of poor to get connected. In the U.S. and other parts of the world, this is already happening.
=While it is happening in some regions in the world, on a global scale it is more a long term issue. However, Africa is leading the world in such applications as mobile micro-banking.
5-Junk mail will become priority mail.
”In five years, unsolicited advertisements may feel so personalized and relevant it may seem that spam is dead. At the same time, spam filters will be so precise you’ll never be bothered by unwanted sales pitches again,” notes IBM.
=The amount of personalized information provided on social networks will make it worst.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
1-People power will come to life.
Advances in technology will allow us to trap the kinetic energy generated (and wasted) from walking, jogging, bicycling and even from water flowing through pipes. A bicycle charging your iPhone?
=it is more a niche market than a mainstream sector.
2-You will never need a password again.
Biometrics will finally replace the password, and with that, redefine the phrase “hack.” Jokes aside, IBM believes multi-factor biometrics will become pervasive. ”Biometric data – facial definitions, retinal scans and voice files – will be composited through software to build your DNA-unique online password.”
=With the proliferation of web sites we want to access, passwords and user ID are also proliferating. Biometrics appears a decent solution in the coming years.
3-Mind reading is no longer science fiction.
Scientists are working on headsets with sensors that can read brain activity and recognize facial expressions, excitement and more without needing any physical inputs from the wearer. “Within [five] years, we will begin to see early applications of this technology in the gaming and entertainment industry,” IBM notes. It will also be good for folks who have suffered from strokes and have brain disorders.
=I saw some very interesting progress of technology with disable people, and it should continue in the near future.
4-The digital divide will cease to exist.
Mobile phones will make it easy for even the poorest of poor to get connected. In the U.S. and other parts of the world, this is already happening.
=While it is happening in some regions in the world, on a global scale it is more a long term issue. However, Africa is leading the world in such applications as mobile micro-banking.
5-Junk mail will become priority mail.
”In five years, unsolicited advertisements may feel so personalized and relevant it may seem that spam is dead. At the same time, spam filters will be so precise you’ll never be bothered by unwanted sales pitches again,” notes IBM.
=The amount of personalized information provided on social networks will make it worst.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
The MIT (Massachusetts Institute of Technology) wants to reach the world with online courses
The MIT is already offering some free online courses to students worldwide: OpenCourseware.
http://ocw.mit.edu/help/get-started-with-ocw/
MIT today announced the launch of an online learning initiative internally called “MITx.” MITx will offer a portfolio of MIT courses through an online interactive learning platform that will:
-organize and present course material to enable students to learn at their own pace
-feature interactivity, online laboratories and student-to-student communication
-allow for the individual assessment of any student’s work and allow students who demonstrate their mastery of subjects to earn a certificate of completion awarded by MITx
-operate on an open-source, scalable software infrastructure in order to make it continuously improving and readily available to other educational institutions.
Source: http://web.mit.edu/newsoffice/2011/mitx-education-initiative-1219.html
According to Anant Agarwal, director of MIT’s Computer Science and Artificial Intelligence Laboratory (CSAIL), the new tools will be available to whoever needs it.
"Creating an open learning infrastructure will enable other communities of developers to contribute to it, thereby making it self-sustaining … An open infrastructure will facilitate research on learning technologies and also enable learning content to be easily portable to other educational platforms that will develop. In this way the infrastructure will improve continuously as it is used and adapted."
Online learning obtained respectability with such for-profit institutions like the University of Phoenix. It has now a growing importance to traditional colleges and universities seeking ways to reach beyond their traditional constituencies.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
http://ocw.mit.edu/help/get-started-with-ocw/
MIT today announced the launch of an online learning initiative internally called “MITx.” MITx will offer a portfolio of MIT courses through an online interactive learning platform that will:
-organize and present course material to enable students to learn at their own pace
-feature interactivity, online laboratories and student-to-student communication
-allow for the individual assessment of any student’s work and allow students who demonstrate their mastery of subjects to earn a certificate of completion awarded by MITx
-operate on an open-source, scalable software infrastructure in order to make it continuously improving and readily available to other educational institutions.
Source: http://web.mit.edu/newsoffice/2011/mitx-education-initiative-1219.html
According to Anant Agarwal, director of MIT’s Computer Science and Artificial Intelligence Laboratory (CSAIL), the new tools will be available to whoever needs it.
"Creating an open learning infrastructure will enable other communities of developers to contribute to it, thereby making it self-sustaining … An open infrastructure will facilitate research on learning technologies and also enable learning content to be easily portable to other educational platforms that will develop. In this way the infrastructure will improve continuously as it is used and adapted."
Online learning obtained respectability with such for-profit institutions like the University of Phoenix. It has now a growing importance to traditional colleges and universities seeking ways to reach beyond their traditional constituencies.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Sunday, December 11, 2011
The future of the Internet in 3 trends according to the CEO of Forrester Research
3 trends will influence considerably the Internet, according to the CEO of Forrester Research George Colony.
1-The Internet will offers more applications.
2-The social network sector is due for an important transformation.
3-The entreprise sector will adopt massively the social networks
So, social will still prosper but it will evolve a lot.
George Colony suggests that in each decade we saw the turnaround of a major infocom player. In the 1980's it was Intel, in the 1990's it was IBM, in the 2000's it was Apple and he suggests in 2010's it could be Microsoft, but it would necessitates a leadership transformation.
Social networks have reach maturation in term of users' time and penetration rate among population (over 80% in US and Canada for example).
Social start-ups who don't understand this new rule and consider there is a social bubble will disappear. Strong business models are pre-requisite for post-social survival.
In order to use the Internet more effectively and efficiently, Internet applications (web applications and mobile applications) will prosper.
Forrester provided a graph Total offerings versus Strategy of the major infocom players. While Apple is at the top with a strong offering and a strong strategy, luck helped also Steve Jobs. Apple did not really anticipate the proliferation of mobile apps. However, the business model of Apple could leverage that unanticipated new trend.
To watch the whole video from Le Web conference see:
http://youtu.be/2XZNsBz0aGw
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
1-The Internet will offers more applications.
2-The social network sector is due for an important transformation.
3-The entreprise sector will adopt massively the social networks
So, social will still prosper but it will evolve a lot.
George Colony suggests that in each decade we saw the turnaround of a major infocom player. In the 1980's it was Intel, in the 1990's it was IBM, in the 2000's it was Apple and he suggests in 2010's it could be Microsoft, but it would necessitates a leadership transformation.
Social networks have reach maturation in term of users' time and penetration rate among population (over 80% in US and Canada for example).
Social start-ups who don't understand this new rule and consider there is a social bubble will disappear. Strong business models are pre-requisite for post-social survival.
In order to use the Internet more effectively and efficiently, Internet applications (web applications and mobile applications) will prosper.
Forrester provided a graph Total offerings versus Strategy of the major infocom players. While Apple is at the top with a strong offering and a strong strategy, luck helped also Steve Jobs. Apple did not really anticipate the proliferation of mobile apps. However, the business model of Apple could leverage that unanticipated new trend.
To watch the whole video from Le Web conference see:
http://youtu.be/2XZNsBz0aGw
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Thursday, December 08, 2011
Apple most popular apps, music and movies of 2011
Apple just posted the 2011 edition of iTunes Rewind, its annual promotion of what it considers top picks at the iTunes Store, the App Store and the iBookstore. The content is divided into music, movies, TV shows, apps, books, and podcasts, and from there further broken up into subcategories.
In music Apple has chosen Adele as the artist of the year, for instance, and the Foo Fighters' Wasting Light as the album of the year.
The top iPhone pick is the photo sharing tool Instagram, while the top iPad app is the photo editor Snapseed. Some examples of movie and TV show winners are The Tree of Life for best indie film, and Breaking Bad for best TV drama.
TEDTalks has taken best video podcast, and the best audio podcast is NPR's Fresh Air. At the iBookstore, Téa Obreht's The Tiger's Wife has been selected as the top novel, with Michael Lewis' Boomerang coming in for best nonfiction. A special "best enhanced book" spot has been given to Caroline Kennedy's Jacqueline Kennedy, which integrates historic audio, photos, and video of the former First Lady.
Apple's lists are not necessarily the bestsellers. The top-selling iPhone app was Angry Birds for example, and the leading book was Kathryn Stockett's The Help.
Louis Rhéaume
Infocom Intelligence
louis@infocomintellignece.com
Twitter: @InfocomAnalysis
In music Apple has chosen Adele as the artist of the year, for instance, and the Foo Fighters' Wasting Light as the album of the year.
The top iPhone pick is the photo sharing tool Instagram, while the top iPad app is the photo editor Snapseed. Some examples of movie and TV show winners are The Tree of Life for best indie film, and Breaking Bad for best TV drama.
TEDTalks has taken best video podcast, and the best audio podcast is NPR's Fresh Air. At the iBookstore, Téa Obreht's The Tiger's Wife has been selected as the top novel, with Michael Lewis' Boomerang coming in for best nonfiction. A special "best enhanced book" spot has been given to Caroline Kennedy's Jacqueline Kennedy, which integrates historic audio, photos, and video of the former First Lady.
Apple's lists are not necessarily the bestsellers. The top-selling iPhone app was Angry Birds for example, and the leading book was Kathryn Stockett's The Help.
Louis Rhéaume
Infocom Intelligence
louis@infocomintellignece.com
Twitter: @InfocomAnalysis
Wednesday, December 07, 2011
A map of cloud computing players
This is a map of cloud computing players according to Bessemer Venture Partners.
The firm defines Cloud Computing as the umbrella encompassing Software-as-a-Service (SaaS), Platforms-as-a-Service (PaaS) and Infrastructure-as-a-Service (IaaS).
http://www.bvp.com/cloud/bvp_cloudscape_full.jpg
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
The firm defines Cloud Computing as the umbrella encompassing Software-as-a-Service (SaaS), Platforms-as-a-Service (PaaS) and Infrastructure-as-a-Service (IaaS).
http://www.bvp.com/cloud/bvp_cloudscape_full.jpg
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
New article on Seeking Alpha: Quebecor: an information and communications convergence play
My new article is available on Seeking Alpha: "Quebecor: an information and communications convergence play".
http://seekingalpha.com/article/312432-quebecor-an-information-and-communications-convergence-play
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Ywitter: @InfocomAnalysis
http://seekingalpha.com/article/312432-quebecor-an-information-and-communications-convergence-play
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Ywitter: @InfocomAnalysis
Sunday, December 04, 2011
A blog aggregator to follow your favorites blogs/ Un aggrégateur de blogues pour suivre vos blogues favoris
Here is a blog aggregator to follow your favorite blogs. Voici un aggrégateur de blogues pour suivre vos blogues favoris:
www.google.com/reader
You just have to subscribe for free and add www.infocomanalysis.com to follow this blog and be informed of the latest posts.
Vous avez juste à vous abonner gratuitement et ajouter le blogue www.infocomanalysis.com pour connaître les derniers commentaires du blogue.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
www.google.com/reader
You just have to subscribe for free and add www.infocomanalysis.com to follow this blog and be informed of the latest posts.
Vous avez juste à vous abonner gratuitement et ajouter le blogue www.infocomanalysis.com pour connaître les derniers commentaires du blogue.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Tuesday, November 29, 2011
Innovation of the month: Vuru, an investment analysis web site
www.vuru.co is a Canadian web site that assess stock investment ideas. Using a simple and easy-to-use page for each stock, Vuru lets self-directed investors start an analysis over a company. Assumptions can be tweaked, and compared to other stocks, giving the investor comparative analysis he doesn’t get from Yahoo or Google Finance.
As other FounderFuel (VC incubator) sites, there’s also a focus on distribution, with the startup announcing distribution deals, from universities, to popular investment sites. The service also received accolades and good press from the investment community, making it apparently a good investment tool for self-directed investors. That’s a market of 44 millions in North America alone.
I tested the web site for many stocks. The information overall is good, even though I do not agree with several recommandations (Stocks over 70/100 are strong buy; and below 50 are not buy recommandations). For instance, Quebecor has a 23/100 rating according to Vuru, but I find it a strong buy, according to my own analysis.
To summarize, Vuru is am interesting investing web sites where you can find good financial information and some analysis more quickly. However, the stock recommandations should not be followed blindly. It represents a good starting point for more analysis.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
As other FounderFuel (VC incubator) sites, there’s also a focus on distribution, with the startup announcing distribution deals, from universities, to popular investment sites. The service also received accolades and good press from the investment community, making it apparently a good investment tool for self-directed investors. That’s a market of 44 millions in North America alone.
I tested the web site for many stocks. The information overall is good, even though I do not agree with several recommandations (Stocks over 70/100 are strong buy; and below 50 are not buy recommandations). For instance, Quebecor has a 23/100 rating according to Vuru, but I find it a strong buy, according to my own analysis.
To summarize, Vuru is am interesting investing web sites where you can find good financial information and some analysis more quickly. However, the stock recommandations should not be followed blindly. It represents a good starting point for more analysis.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Monday, November 28, 2011
New internet entrepreneurs models: work is shifting toward a peer-to-peer model
According to VC Christina Cacioppo of Union Squares Ventures, today represents a very good time for new Internet Entrepreneurs. Access to capital is easier, there is a proliferation of tech incubators and a new trend is also very important: work is shifting toward a peer-to-peer model.
In a recent blog post she mentions:
"The first two decades of the modern internet broke industries built on distribution monopolies (e.g. music, news) and facilitated coordination between the consumer and the provider without the need for a middleman (e.g. hotels, car rentals.) The same will happen for a large fraction of our work, especially in cases where the work is standardized or employers "distribute" their workers to pools of customers.
One reason to create firms is the coordination and signaling problems of situations with imperfect information and transaction costs. As technology increases information flows and decreases transaction costs, individuals can leave their old employers and strike out on their own. Their livelihoods will still depend on providing valuable services in exchange for fees, but they'll do so as freelancers - and on their own, they'll capture more of the value generated by their work.
Just as blogs allowed talented writers to build audiences without being affiliated with large media organizations, and as Twitter and Tumblr allowed news- and tastemakers to succeed outside of established news or media properties, new web services will allow individuals to engage with customers without needing to work for a firm. These free agents, disaggregated and newly empowered, can promote and sustain themselves with new tools: Opez caters to service professionals, like bartenders and hairdressers, and allows them to build followings independent of their employers, while Vayable and SideTour provide marketing and transaction-processing for neighborhood tour guides. Hiptic helps graphic designers promote their work, while Zerply helps creative professionals do the same, and InterviewStreet lets programmers show off their skills.
As technology creates new free agents, it's also changing the notion of "work" to be less time- and location-specific. This is especially true of work that can be done easily at a distance. Workers who can't differentiate themselves using their reputation will be commoditized. This summer, web services were launched that allow you to order up a proofreader (Kibin), blogger (Contently), tutor (LearnBop), language partner (Verbling), car ride (Ridejoy), science researcher (Science Exchange), cooking instructor (Culture Kitchen), mystery shopper (SpotCheck), or transcriptionist (Mobile Works) from your browser. The Mechanical Turkification of work has begun.
Between identified, liberated individuals and the nameless, faceless drones of Mechanical Turk lies identity: does it matter who performs the task at hand? If the worker's background, skills, or experience matter, there's likely to be higher variance in demand for a particular person's services, and free agents will be sought after and chosen by reputation on services built for those purposes. Less-skilled people are likely better suited for tasks for which identity doesn't matter, and other marketplaces that don't include a concept of reputation will provide access to a global pool of workers."
A peer-to-peer model of work means that individuals can replace many SMEs or large firms in the delivery of specific mandates. With specialisation, individuals can offer a better ratio Quality/price than certains firms. With the Internet, mobile Internet and social networks, there are many opportunities for future Internet entrepreneurs.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
For more info read: http://www.usv.com/2011/11/what-comes-next.php
In a recent blog post she mentions:
"The first two decades of the modern internet broke industries built on distribution monopolies (e.g. music, news) and facilitated coordination between the consumer and the provider without the need for a middleman (e.g. hotels, car rentals.) The same will happen for a large fraction of our work, especially in cases where the work is standardized or employers "distribute" their workers to pools of customers.
One reason to create firms is the coordination and signaling problems of situations with imperfect information and transaction costs. As technology increases information flows and decreases transaction costs, individuals can leave their old employers and strike out on their own. Their livelihoods will still depend on providing valuable services in exchange for fees, but they'll do so as freelancers - and on their own, they'll capture more of the value generated by their work.
Just as blogs allowed talented writers to build audiences without being affiliated with large media organizations, and as Twitter and Tumblr allowed news- and tastemakers to succeed outside of established news or media properties, new web services will allow individuals to engage with customers without needing to work for a firm. These free agents, disaggregated and newly empowered, can promote and sustain themselves with new tools: Opez caters to service professionals, like bartenders and hairdressers, and allows them to build followings independent of their employers, while Vayable and SideTour provide marketing and transaction-processing for neighborhood tour guides. Hiptic helps graphic designers promote their work, while Zerply helps creative professionals do the same, and InterviewStreet lets programmers show off their skills.
As technology creates new free agents, it's also changing the notion of "work" to be less time- and location-specific. This is especially true of work that can be done easily at a distance. Workers who can't differentiate themselves using their reputation will be commoditized. This summer, web services were launched that allow you to order up a proofreader (Kibin), blogger (Contently), tutor (LearnBop), language partner (Verbling), car ride (Ridejoy), science researcher (Science Exchange), cooking instructor (Culture Kitchen), mystery shopper (SpotCheck), or transcriptionist (Mobile Works) from your browser. The Mechanical Turkification of work has begun.
Between identified, liberated individuals and the nameless, faceless drones of Mechanical Turk lies identity: does it matter who performs the task at hand? If the worker's background, skills, or experience matter, there's likely to be higher variance in demand for a particular person's services, and free agents will be sought after and chosen by reputation on services built for those purposes. Less-skilled people are likely better suited for tasks for which identity doesn't matter, and other marketplaces that don't include a concept of reputation will provide access to a global pool of workers."
A peer-to-peer model of work means that individuals can replace many SMEs or large firms in the delivery of specific mandates. With specialisation, individuals can offer a better ratio Quality/price than certains firms. With the Internet, mobile Internet and social networks, there are many opportunities for future Internet entrepreneurs.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
For more info read: http://www.usv.com/2011/11/what-comes-next.php
Venture Capital in Canada in Q3-2011: up 51%
The CVCA, Canada’s Venture Capital & Private Equity Association reports that Canadian VCs investment totalled $388 million between July and September, up 51% from the same time in 2010.
137 companies received funding, up 27% from the same period last year. It represents significant growth compared to the previous two quarters, which saw moderate growth, especially in comparison to activity in the US. In total through Q3 2011 a total of $1.1 billion has been invested, up 30% from the $882 million invested in the first nine months of 2010.
“It is encouraging to see healthier levels of venture capital investment in Canada at this point”, said Gregory Smith, president of the CVCA and managing partner at investment bank Brookfield Financial. “And it is gratifying that the year-over-year growth in dollars invested has been spread across entrepreneurial firms in key innovative sectors – communications and information technology, life sciences, and clean technology.... As positive as these developments are, venture capital investment in Canada still has quite a distance to go to approximate market conditions south of the border”, he said. “Even with the growth in disbursements in the most recent quarter, Canadian innovative firms receive only 40 per cent of the dollars going to their competitors in the US.”
Across the provinces, Quebec took top spot, with $145 million invested, 81% more than the year before. Although more money has flowed into companies, few did an IPO: only 2 venture-backed IPOs so far in 2011. The number of completed exits in the first nine months of 2011 was 18.
Louis Rhéaume
Infocom Intelligence
louis@infocomintellignece.com
Twitter: @InfocomAnalysis
Read more: http://nextmontreal.com/canadian-venture-investment-grows-51/#ixzz1f2BOc1PU
137 companies received funding, up 27% from the same period last year. It represents significant growth compared to the previous two quarters, which saw moderate growth, especially in comparison to activity in the US. In total through Q3 2011 a total of $1.1 billion has been invested, up 30% from the $882 million invested in the first nine months of 2010.
“It is encouraging to see healthier levels of venture capital investment in Canada at this point”, said Gregory Smith, president of the CVCA and managing partner at investment bank Brookfield Financial. “And it is gratifying that the year-over-year growth in dollars invested has been spread across entrepreneurial firms in key innovative sectors – communications and information technology, life sciences, and clean technology.... As positive as these developments are, venture capital investment in Canada still has quite a distance to go to approximate market conditions south of the border”, he said. “Even with the growth in disbursements in the most recent quarter, Canadian innovative firms receive only 40 per cent of the dollars going to their competitors in the US.”
Across the provinces, Quebec took top spot, with $145 million invested, 81% more than the year before. Although more money has flowed into companies, few did an IPO: only 2 venture-backed IPOs so far in 2011. The number of completed exits in the first nine months of 2011 was 18.
Louis Rhéaume
Infocom Intelligence
louis@infocomintellignece.com
Twitter: @InfocomAnalysis
Read more: http://nextmontreal.com/canadian-venture-investment-grows-51/#ixzz1f2BOc1PU
Friday, November 25, 2011
New article on Seeking Alpha: 5 trends in mobile advertising
My new article "5 trends in mobile advertising" is now available on Seeking Alpha.
http://seekingalpha.com/article/310211-5-trends-in-mobile-advertising
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
http://seekingalpha.com/article/310211-5-trends-in-mobile-advertising
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Wednesday, November 23, 2011
New article on Seeking Alpha: The battle of smartphones manufacturers
My new article "The battle of smartphones manufacturers" is now available on Seeking Alpha.
http://seekingalpha.com/article/309935-the-battle-of-smart-phones-manufacturers
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
http://seekingalpha.com/article/309935-the-battle-of-smart-phones-manufacturers
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Tuesday, November 22, 2011
top 10 Apple iOS video games
What makes a great mobile game? Eye popping visuals? Solid gameplay and controls? Ease of entry, pick up and play features? Are casual games the best suited for Apple’s disruptive gaming device? What about core gaming, is it yet possible on these magical devices? What about social games, shooters, platformers?
According to VentureBeat, the answer: Yes. All of these make great games, and the iPhone, iPod touch and iPad will play them.
1-Dead Space for iPad
Released: Jan 24, 2011
Platforms: iPad & iPhone
Seller: Electronic Arts
2-Jetpack Joyride
Released: Sept 1, 2011
Platform: Universal App
Seller: Halfbrick Studios
3-Tiny Wings
Released: Feb 18, 2011
Platform: iPhone
Seller: Andreas Illiger
4-Superbrothers: Sword & Sworcery EP
Released: March 23, 2011
Platform: Universal
Seller: Capybara Games
5-World of Goo HD
Released: April 13, 2011
Platform: Universal
Seller: 2D BOY
6-Gem Keeper
Released: October 13, 2011
Platform: Universal
Seller: NCsoft
7-Sonic & SEGA All-Stars Racing
Released: June 22, 2011
Platform: Universal
Seller: SEGA
8-Star Legends
Released: August 25, 2011
Platform: Universal
Seller: Spacetime Studios
9-Real Racing 2 HD
Released: March 11, 2011
Platform: iPad
Seller: Firemint
10-Casey’s Contraptions HD
Released: May 18, 2011
Platform: Universal
Seller: Snappy Touch
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Source: http://venturebeat.com/2011/11/22/top-10-ios-games-2011/?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+Venturebeat+%28VentureBeat%29&utm_content=Google+Reader
According to VentureBeat, the answer: Yes. All of these make great games, and the iPhone, iPod touch and iPad will play them.
1-Dead Space for iPad
Released: Jan 24, 2011
Platforms: iPad & iPhone
Seller: Electronic Arts
2-Jetpack Joyride
Released: Sept 1, 2011
Platform: Universal App
Seller: Halfbrick Studios
3-Tiny Wings
Released: Feb 18, 2011
Platform: iPhone
Seller: Andreas Illiger
4-Superbrothers: Sword & Sworcery EP
Released: March 23, 2011
Platform: Universal
Seller: Capybara Games
5-World of Goo HD
Released: April 13, 2011
Platform: Universal
Seller: 2D BOY
6-Gem Keeper
Released: October 13, 2011
Platform: Universal
Seller: NCsoft
7-Sonic & SEGA All-Stars Racing
Released: June 22, 2011
Platform: Universal
Seller: SEGA
8-Star Legends
Released: August 25, 2011
Platform: Universal
Seller: Spacetime Studios
9-Real Racing 2 HD
Released: March 11, 2011
Platform: iPad
Seller: Firemint
10-Casey’s Contraptions HD
Released: May 18, 2011
Platform: Universal
Seller: Snappy Touch
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Source: http://venturebeat.com/2011/11/22/top-10-ios-games-2011/?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+Venturebeat+%28VentureBeat%29&utm_content=Google+Reader
Apple has 90% of the mobile revenues in applications
Google's mobile operating system, Android, has become the top platform in some countries, even eclipsing Apple's iOS. And this makes sense—after all, their are many, many more Android devices to choose from, including more budget options. But when it comes down to developers' earnings, there's no competition.
However, new data released by Piper Jaffray revealed that the Android platform has generated just 7% of the revenue that Apple's iOS has—a meagre $330 million compared to a staggering $4.9 billion. While an impressive 14% of iOS apps downloaded are paid, only 1% of downloaded Android apps are. I guess that's what happens when a platform's core demographic are those with tighter budgets. Apple boasts as much as 90% of the mobile marketshare in terms of app revenue.
Source: http://www.techvibes.com/blog/apple-owns-90-of-mobile-revenue-marketshare-ios-developers-make-14x-as-much-as-android-developers-2011-11-21
Louis Rhéaume
infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
However, new data released by Piper Jaffray revealed that the Android platform has generated just 7% of the revenue that Apple's iOS has—a meagre $330 million compared to a staggering $4.9 billion. While an impressive 14% of iOS apps downloaded are paid, only 1% of downloaded Android apps are. I guess that's what happens when a platform's core demographic are those with tighter budgets. Apple boasts as much as 90% of the mobile marketshare in terms of app revenue.
Source: http://www.techvibes.com/blog/apple-owns-90-of-mobile-revenue-marketshare-ios-developers-make-14x-as-much-as-android-developers-2011-11-21
Louis Rhéaume
infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Monday, November 21, 2011
Le Québec et les TIC dominent le capital de risque au Canada au 3e trimestre
Selon Direction informatique, le Québec a attiré des investissements en capital de risque totalisant 145 millions de dollars durant le troisième trimestre, loin devant l'Ontario, qui doit se contenter de 105 millions de dollars. La performance du Québec au troisième trimestre lui vaut le neuvième rang à l'échelle nord-américaine. C'est la Californie qui domine le classement avec des investissements obtenus de 3,33 milliards de dollars, suivie de l'État de New York à 741 millions de dollars, du Texas à 583 millions de dollars et du Massachussetts à 543 millions de dollars.
Montréal au premier rang
Les données du MDEIE, obtenues en partenariat avec l'agence de presse Thomson Reuters, soulignent que la grande région de Montréal se classe au premier rang des régions métropolitaines à l'échelle canadienne, ayant obtenu 30 % des investissements réalisés au pays, soit 117 millions de dollars. Sa plus proche concurrente est la région de Vancouver, qui a récolté 19 % des investissements canadiens. Globalement, les investissements en capital de risque ont progressé de 51 % sur un an au Canada pour atteindre 388 millions de dollars, comparativement à 257 millions de dollars au troisième trimestre de 2010.
Les TIC dominent
Pour le troisième trimestre de 2011, le secteur des technologies de l'information et des communications (TIC) a dominé au Québec, récoltant 40 % des investissements en capital de risque, soit 57 millions de dollars. Il s'agit d'une croissance de 43 % par rapport à la même période l'an dernier.
Les investissements ont surtout été faits dans le segment de marché des technologies Web (26 millions de dollars) et des services de communication et de télécommunication (11 millions de dollars). Des investissements d'importance au cours du trimestre ont été faits dans les entreprises montréalaises Acquisio Canada, pour une valeur de 12,1 millions de dollars, ainsi que Woozworld, pour 5,1 millions de dollars.
Le secteur « autres technologies » (technologies énergétiques, électriques, chimiques, environnementales et matériaux avancés) arrive au deuxième rang, avec 25 % des investissements réalisés au Québec, ce qui représente un montant de 36 millions de dollars.
Les sociétés en expansion ont la cote
Durant le trimestre, 78 % des investissements réalisés au Québec l'étaient dans des entreprises à des stades avancés (113 millions de dollars), essentiellement celles au stade de l'expansion, qui totalisent à elles seules 108 millions de dollars. Les entreprises de stades préliminaires ont récolté 32 millions de dollars, soit 22 % du total. Au Québec, l'investissement moyen s'est élevé à 1,8 million de dollars durant le trimestre, comparativement à 1,5 millions de dollars l'an dernier. Le MDEIE explique cette croissance par une hausse des investissements dans le secteur des TIC par rapport au secteur traditionnel où la taille moyenne des investissements est généralement inférieure.
Source: http://www.directioninformatique.com/DI/client/fr/DirectionInformatique/Nouvelles.asp?id=65008&cid=79
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Montréal au premier rang
Les données du MDEIE, obtenues en partenariat avec l'agence de presse Thomson Reuters, soulignent que la grande région de Montréal se classe au premier rang des régions métropolitaines à l'échelle canadienne, ayant obtenu 30 % des investissements réalisés au pays, soit 117 millions de dollars. Sa plus proche concurrente est la région de Vancouver, qui a récolté 19 % des investissements canadiens. Globalement, les investissements en capital de risque ont progressé de 51 % sur un an au Canada pour atteindre 388 millions de dollars, comparativement à 257 millions de dollars au troisième trimestre de 2010.
Les TIC dominent
Pour le troisième trimestre de 2011, le secteur des technologies de l'information et des communications (TIC) a dominé au Québec, récoltant 40 % des investissements en capital de risque, soit 57 millions de dollars. Il s'agit d'une croissance de 43 % par rapport à la même période l'an dernier.
Les investissements ont surtout été faits dans le segment de marché des technologies Web (26 millions de dollars) et des services de communication et de télécommunication (11 millions de dollars). Des investissements d'importance au cours du trimestre ont été faits dans les entreprises montréalaises Acquisio Canada, pour une valeur de 12,1 millions de dollars, ainsi que Woozworld, pour 5,1 millions de dollars.
Le secteur « autres technologies » (technologies énergétiques, électriques, chimiques, environnementales et matériaux avancés) arrive au deuxième rang, avec 25 % des investissements réalisés au Québec, ce qui représente un montant de 36 millions de dollars.
Les sociétés en expansion ont la cote
Durant le trimestre, 78 % des investissements réalisés au Québec l'étaient dans des entreprises à des stades avancés (113 millions de dollars), essentiellement celles au stade de l'expansion, qui totalisent à elles seules 108 millions de dollars. Les entreprises de stades préliminaires ont récolté 32 millions de dollars, soit 22 % du total. Au Québec, l'investissement moyen s'est élevé à 1,8 million de dollars durant le trimestre, comparativement à 1,5 millions de dollars l'an dernier. Le MDEIE explique cette croissance par une hausse des investissements dans le secteur des TIC par rapport au secteur traditionnel où la taille moyenne des investissements est généralement inférieure.
Source: http://www.directioninformatique.com/DI/client/fr/DirectionInformatique/Nouvelles.asp?id=65008&cid=79
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
How a firm can build a sustainable competitive advantage
According to Fred Wilson, a famous venture capitalist at Union Square Ventures, a company needs some requirements to build a competitive advantage, and it is not necessarily what is taught in business school.
"But as I look at many of the challenges facing businesses today, it seems to me that the focus on performance and efficiency often comes at the cost of sustainability. And interview with Clay Christensen really drives that point home. The recent history of the steel industry in the US is a case study in managers doing everything they were taught in business school and in the end they bankrupt the business.
Going back to business school, they teach you the value of a business is equal to the present value of future cash flows. If the company is likely to stay in business forever, then the value is most likely way higher than a business that is going to be out of business in a decade. The present value of a hundred years of cash flow is likely to be larger than the present value of ten years of cash flow.
And sustainability is all about figuring out how to be in business forever. It is about business models that are win/win and lead to happy long term customer and supplier relationships. It is about avoiding the temptation to overeach. It is about avoiding the temptation to mazimize near term profits at the expense of long term health. It is about adapting the business to changing market dynamics. It is about building a team and a culture that can survive the loss of the leader and keep going. And it is about many more things like this."
Source:http://www.avc.com/a_vc/2011/11/sustainability.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+AVc+%28A+VC%29
It is the same investment philosophy for Warren Buffet. He dislike managers who don't have long term plans. For Warren Buffet, the best stocks represent investing in companies with sustainable competitive advantages and forget the price of the stock for 5 years.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
"But as I look at many of the challenges facing businesses today, it seems to me that the focus on performance and efficiency often comes at the cost of sustainability. And interview with Clay Christensen really drives that point home. The recent history of the steel industry in the US is a case study in managers doing everything they were taught in business school and in the end they bankrupt the business.
Going back to business school, they teach you the value of a business is equal to the present value of future cash flows. If the company is likely to stay in business forever, then the value is most likely way higher than a business that is going to be out of business in a decade. The present value of a hundred years of cash flow is likely to be larger than the present value of ten years of cash flow.
And sustainability is all about figuring out how to be in business forever. It is about business models that are win/win and lead to happy long term customer and supplier relationships. It is about avoiding the temptation to overeach. It is about avoiding the temptation to mazimize near term profits at the expense of long term health. It is about adapting the business to changing market dynamics. It is about building a team and a culture that can survive the loss of the leader and keep going. And it is about many more things like this."
Source:http://www.avc.com/a_vc/2011/11/sustainability.html?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+AVc+%28A+VC%29
It is the same investment philosophy for Warren Buffet. He dislike managers who don't have long term plans. For Warren Buffet, the best stocks represent investing in companies with sustainable competitive advantages and forget the price of the stock for 5 years.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Sunday, November 20, 2011
ABI Research estimates that 44 billion mobile applications will be downloaded by 2016.
ABI Research estimates that 44 billion mobile applications will be downloaded within the next five years.
Also a new PwC reports shows that more than half of the 3,282 smartphone owners surveyed use their smartphones for three activities each day: basic communication, accessing news, weather or sports and social network usage. And over the next two years, more than 40 percent of those surveyed expect their activities to increase across 14 different areas, such as travel and healthcare management thanks to apps.
For programmers, it validates the mobile app economy, even as the industry debates the value of platform-specific software as compared to increasing functionality through HTML 5 and the mobile browser.
Source: http://gigaom.com/mobile/why-the-mobile-app-economy-will-keep-growing-quickly/?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+OmMalik+%28GigaOM%3A+Tech%29
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @ InfocomAnalysis
Also a new PwC reports shows that more than half of the 3,282 smartphone owners surveyed use their smartphones for three activities each day: basic communication, accessing news, weather or sports and social network usage. And over the next two years, more than 40 percent of those surveyed expect their activities to increase across 14 different areas, such as travel and healthcare management thanks to apps.
For programmers, it validates the mobile app economy, even as the industry debates the value of platform-specific software as compared to increasing functionality through HTML 5 and the mobile browser.
Source: http://gigaom.com/mobile/why-the-mobile-app-economy-will-keep-growing-quickly/?utm_source=feedburner&utm_medium=feed&utm_campaign=Feed%3A+OmMalik+%28GigaOM%3A+Tech%29
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @ InfocomAnalysis
Yipit a promising daily deal search engine
To read a little analysis of the start-up Yipit, which is a promising daily deal search engine (it is call also daily deal aggregator) you can check the article on the NY times.
http://www.nytimes.com/2011/11/20/nyregion/on-the-move-in-new-yorks-thriving-tech-sector.html?pagewanted=1&_r=1
I already mentioned in a Seeking Alpha article, that personnalisation of search engines combined with new technologies represent the future growth of the daily deal sector.
"Search engines for daily deals can act as brokers and find infomediation opportunities (see my previous article). Thus, by exchanging information on its profile and personal preferences on consuming habits, consumers could find better daily deals tailored to their real needs. Daily mobile alerts-- which can be personalized to customers-- would bring value added to both consumers who can make targeted very interesting deals, and retailers who can reach more "offers-friendly" customers. Geolocalisation combined with SoLoMo, (the intersection between Social networks, Local commerce and Mobile) can be very lucrative in the future for Groupon."
Yipit is starting to do that.
http://seekingalpha.com/article/307899-groupon-vs-amazon-similarities-and-differences-in-creating-value
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
http://www.nytimes.com/2011/11/20/nyregion/on-the-move-in-new-yorks-thriving-tech-sector.html?pagewanted=1&_r=1
I already mentioned in a Seeking Alpha article, that personnalisation of search engines combined with new technologies represent the future growth of the daily deal sector.
"Search engines for daily deals can act as brokers and find infomediation opportunities (see my previous article). Thus, by exchanging information on its profile and personal preferences on consuming habits, consumers could find better daily deals tailored to their real needs. Daily mobile alerts-- which can be personalized to customers-- would bring value added to both consumers who can make targeted very interesting deals, and retailers who can reach more "offers-friendly" customers. Geolocalisation combined with SoLoMo, (the intersection between Social networks, Local commerce and Mobile) can be very lucrative in the future for Groupon."
Yipit is starting to do that.
http://seekingalpha.com/article/307899-groupon-vs-amazon-similarities-and-differences-in-creating-value
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
New article on Seeking Alpha: Mediagrif's E-Commerce Potential
My new article on Seeking Alpha is available: Mediagrif's E-Commerce Potential.
http://seekingalpha.com/article/309077-mediagrif-s-e-commerce-potential
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
http://seekingalpha.com/article/309077-mediagrif-s-e-commerce-potential
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Saturday, November 19, 2011
Canada's R&D support funding: second in the world.
Canada's R&D support funding is second in the world.
Louis Rhéaume
Infocom intelligence
louis@infocomintlligence.com
Twitter: @InfcomAnalysis
Louis Rhéaume
Infocom intelligence
louis@infocomintlligence.com
Twitter: @InfcomAnalysis
Friday, November 18, 2011
Apple's iPad has 88% of global tablet web traffic
There should be no doubt in anyone’s mind that Apple’s iPad is the biggest seller in the tablet space, but we have seen many iPad competitors come out over recent months, including Samsung Galaxy Tab 10.1, Blackberry PlayBook, Amazon Kindle Fire, and many more.
However, despite all these Android tablets, according to comScore in October 2011, 95.5% of all tablet web traffic in the U.S. comes from iPad. That is a stunning number. So, is anyone really buying all these shipping Android tablets, and what do people do with them after they buy them? Because they don’t seem to be surfing the Web.
Some of the market share numbers for iPad we could find include:
-83% of U.S. tablet sales.
-68.3% of worldwide media tablet shipments.
-73% of worldwide sales of media tablets to end users.
-61% of global tablet shipments.
-80% of tablet shipments in North America.
In October Google mobile chief Andy Rubin said that there are “a little more than six million Android tablets out there running Google’s services,” meaning they run Google’s apps and the Android Market. Compare that with the total number of iPads sold, as reported by Apple, close to 40 million, and iPad has a market share of 85%.
While the iPad dominates the tablet market, its total impact on online web traffic is still small so far with 1.2% of total web OS traffic (desktop+tablets).
Source:http://royal.pingdom.com/2011/11/17/apples-ipad-owns-88-of-global-tablet-web-traffic/
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
However, despite all these Android tablets, according to comScore in October 2011, 95.5% of all tablet web traffic in the U.S. comes from iPad. That is a stunning number. So, is anyone really buying all these shipping Android tablets, and what do people do with them after they buy them? Because they don’t seem to be surfing the Web.
Some of the market share numbers for iPad we could find include:
-83% of U.S. tablet sales.
-68.3% of worldwide media tablet shipments.
-73% of worldwide sales of media tablets to end users.
-61% of global tablet shipments.
-80% of tablet shipments in North America.
In October Google mobile chief Andy Rubin said that there are “a little more than six million Android tablets out there running Google’s services,” meaning they run Google’s apps and the Android Market. Compare that with the total number of iPads sold, as reported by Apple, close to 40 million, and iPad has a market share of 85%.
While the iPad dominates the tablet market, its total impact on online web traffic is still small so far with 1.2% of total web OS traffic (desktop+tablets).
Source:http://royal.pingdom.com/2011/11/17/apples-ipad-owns-88-of-global-tablet-web-traffic/
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Thursday, November 17, 2011
10 innovation myths
Here are 10 innovation myths according to Innosight.
Myth versus Reality
1-Innovation is random = Innovation is a discipline — it can be measured and managed. Consider how Procter & Gamble's structured approach to innovation allowed it to triple its innovation success rate and double the size of a typical initiative.
2-Only creative geniuses can innovate = Innovation is distinct from creativity. While creativity can help, people who aren't intrinsically creative can create high-impact innovation if they follow the right process.
3- You're either an innovator or you're not = Research recounted in The Innovator's DNA described how innovation is about 30 percent nature and 70 percent nurture.
4-Innovation happens in the R&D lab = Innovation — something different that has impact — can happen anywhere in an organization. Everyone should be looking for new ways to solve old problems.
5-We will win with superior technology = Most market disruptions rest on innovative business models — new ways to create, capture, or deliver value
6-Innovation is all about improved performance = Sometimes innovation is about improving performance along traditional dimensions, but some of the most powerful disruptive innovations sacrifice raw performance in the name of accessibility or affordability.*
7-Our customers will be a critical source of innovation insight = Your customers might tell you how to make your current offering better, but they won't point the way to disruptive growth; you have to explore new markets in new ways to identify new growth businesses.
8-Game changing innovation is done only by entrepreneurs = Many of the most exciting disruptions in recent years — such as GE's low cost imaging solution and Cisco's TelePresence solution — have come from big companies
9- We will win by targeting the biggest markets = Markets that don't exist are difficult to precisely measure or analyze; the most powerful innovations create new markets.
10- Innovation requires big bets = As our friend Peter Sims writes in Little Bets, if you want to win big, you should start small.
Source:
http://blogs.hbr.org/anthony/2011/10/ten_innovation_myths.html?cm_sp=blog_flyout-_-anthony-_-ten_innovation_myths
louis Rhéaume
Infocom Intellignece
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Myth versus Reality
1-Innovation is random = Innovation is a discipline — it can be measured and managed. Consider how Procter & Gamble's structured approach to innovation allowed it to triple its innovation success rate and double the size of a typical initiative.
2-Only creative geniuses can innovate = Innovation is distinct from creativity. While creativity can help, people who aren't intrinsically creative can create high-impact innovation if they follow the right process.
3- You're either an innovator or you're not = Research recounted in The Innovator's DNA described how innovation is about 30 percent nature and 70 percent nurture.
4-Innovation happens in the R&D lab = Innovation — something different that has impact — can happen anywhere in an organization. Everyone should be looking for new ways to solve old problems.
5-We will win with superior technology = Most market disruptions rest on innovative business models — new ways to create, capture, or deliver value
6-Innovation is all about improved performance = Sometimes innovation is about improving performance along traditional dimensions, but some of the most powerful disruptive innovations sacrifice raw performance in the name of accessibility or affordability.*
7-Our customers will be a critical source of innovation insight = Your customers might tell you how to make your current offering better, but they won't point the way to disruptive growth; you have to explore new markets in new ways to identify new growth businesses.
8-Game changing innovation is done only by entrepreneurs = Many of the most exciting disruptions in recent years — such as GE's low cost imaging solution and Cisco's TelePresence solution — have come from big companies
9- We will win by targeting the biggest markets = Markets that don't exist are difficult to precisely measure or analyze; the most powerful innovations create new markets.
10- Innovation requires big bets = As our friend Peter Sims writes in Little Bets, if you want to win big, you should start small.
Source:
http://blogs.hbr.org/anthony/2011/10/ten_innovation_myths.html?cm_sp=blog_flyout-_-anthony-_-ten_innovation_myths
louis Rhéaume
Infocom Intellignece
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Tuesday, November 15, 2011
The top 100 global innovators according to Thomson Reuters
Here are the top 100 global innovators according to Thomson Reuters.
http://top100innovators.com/top100
“New ideas lie at the heart of innovation, but
ideas alone are not enough. Innovation requires
translating ideas into value-adding products
and services. . . . Bridging the gap between an
idea and its beneficial result is the crucial step in
innovation. . . . Success will demand a greater
ability to quickly close the gap.”
-Soumitra Dutta, author of Innovating at the Top
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
http://top100innovators.com/top100
“New ideas lie at the heart of innovation, but
ideas alone are not enough. Innovation requires
translating ideas into value-adding products
and services. . . . Bridging the gap between an
idea and its beneficial result is the crucial step in
innovation. . . . Success will demand a greater
ability to quickly close the gap.”
-Soumitra Dutta, author of Innovating at the Top
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
New study by McKinsey: The impact of the Internet on economic growth and prosperity
According to a new study by McKinsey, the Internet Sector is bigger than agriculture or utilities sector in the USA.
"The Internet has already served notice that it will be a disruptive force resolutely shaping the economy and society of the 21th century. But it can be a positive disruptor, supplying engines of growth to regions of the world that have been disadvantaged in the past, creating whole new industries from electrons and software code, and offering hope and opportunity to millions with its ability to spread knowledge, empower consumers, and organize social interactions.
As the aftermath of the global financial crisis challanges our government and business leaders to innovate as ever before, we should not lose sight of the enormous value of the Internet economy has already brought to rich and poor nations alike and its potential to boost growth across the globe".
Small and medium-sized firms using Web tecdhnologies extensively are growing more quickly and exporting more widely. It is true particularly in commerce and services industries.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
"The Internet has already served notice that it will be a disruptive force resolutely shaping the economy and society of the 21th century. But it can be a positive disruptor, supplying engines of growth to regions of the world that have been disadvantaged in the past, creating whole new industries from electrons and software code, and offering hope and opportunity to millions with its ability to spread knowledge, empower consumers, and organize social interactions.
As the aftermath of the global financial crisis challanges our government and business leaders to innovate as ever before, we should not lose sight of the enormous value of the Internet economy has already brought to rich and poor nations alike and its potential to boost growth across the globe".
Small and medium-sized firms using Web tecdhnologies extensively are growing more quickly and exporting more widely. It is true particularly in commerce and services industries.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
New article on Seeking Alpha: Groupon versus Amazon: Similarities and Differences in Creating Value
My new article "Groupon versus Amazon: Similarities and Differences in Creating Value" is available on Seeking Alpha. It is in the Editor's pick of the day.
http://seekingalpha.com/article/307899-groupon-vs-amazon-similarities-and-differences-in-creating-value
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
http://seekingalpha.com/article/307899-groupon-vs-amazon-similarities-and-differences-in-creating-value
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Monday, November 14, 2011
A good interview of Amazon's CEO
This is a good interview of Wired with Amazon's CEO Jeff Bezos about the company new products and its future.
http://www.wired.com/magazine/2011/11/ff_bezos/all/1
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfcomAnalysis
http://www.wired.com/magazine/2011/11/ff_bezos/all/1
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfcomAnalysis
Saturday, November 12, 2011
The most popular music apps in the USA
here are the most popular music apps for android and iphone.
Source: http://gigaom.com/2011/11/11/tunein-radio-rises-to-the-top-among-streaming-music-apps/
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter:@InfocomAnalysis
Source: http://gigaom.com/2011/11/11/tunein-radio-rises-to-the-top-among-streaming-music-apps/
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter:@InfocomAnalysis
Friday, November 11, 2011
New article on Seeking Alpha: Valuing Miranda Technologies
Here is our new article about Miranda Technologies: "Valuing Miranda Tech: Attractive But Speculative".
http://seekingalpha.com/article/307354-valuing-miranda-tech-attractive-but-speculative
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
http://seekingalpha.com/article/307354-valuing-miranda-tech-attractive-but-speculative
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
A summary of the 2011 Canadian video game industry
A quick summary of Canadian video game industry
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
The 20 most innovative Canadian infocom firms according to Canadian Innovation Exchange
here are the 20 most innovative infocom firms according to Canadian Innovation Exchange.
Here’s the list:
Digital Media:
Massive Damage, Toronto ON
Arcestra, Toronto ON
Wattpad, Toronto ON
Recoset, Montreal QC
Achievers, Toronto ON
Vanilla Forums, Montreal QC
Woozworld Inc, Montreal QC
Infersystems, Toronto ON
ClearRisk, St. John’s NL
bitHeads Inc., Ottawa ON
ICT:
Shoplogix, Mississauga ON
TribeHR, Waterloo ON
Wave Accounting, Toronto ON
Evoco Inc., Calgary AB
QuickMobile, Vancouver BC
Nexalogy Environics, Montreal QC
ResponseTek Networks, Vancouver BC
NexJ Systems, Toronto ON
True Voice Technologies, Burlington ON
Polar Mobile, Toronto ON
http://www.techvibes.com/blog/cix-reveals-canadas-top-20-most-innovative-tech-companies-at-the-tsx-2011-11-10
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Here’s the list:
Digital Media:
Massive Damage, Toronto ON
Arcestra, Toronto ON
Wattpad, Toronto ON
Recoset, Montreal QC
Achievers, Toronto ON
Vanilla Forums, Montreal QC
Woozworld Inc, Montreal QC
Infersystems, Toronto ON
ClearRisk, St. John’s NL
bitHeads Inc., Ottawa ON
ICT:
Shoplogix, Mississauga ON
TribeHR, Waterloo ON
Wave Accounting, Toronto ON
Evoco Inc., Calgary AB
QuickMobile, Vancouver BC
Nexalogy Environics, Montreal QC
ResponseTek Networks, Vancouver BC
NexJ Systems, Toronto ON
True Voice Technologies, Burlington ON
Polar Mobile, Toronto ON
http://www.techvibes.com/blog/cix-reveals-canadas-top-20-most-innovative-tech-companies-at-the-tsx-2011-11-10
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
The 20 most innovative US tech start-ups according to Business insider
The 20 most innovative US tech start-ups according to Business insider
http://www.businessinsider.com/20-innovative-startups-2011-11
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
http://www.businessinsider.com/20-innovative-startups-2011-11
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Thursday, November 10, 2011
Innovation of the month: Wavo.me save music and videos from social networks
Our innovation of the month is the new web apps Wavo.me.
With Wavo.me you can connect to your Facebook or Twitter account and save music or videos from friends. You can complete one to four steps:
1- Make a new Playlist
2- Drag and Drop an item into your Playlists
3-Share a Video or Song
4-Invite Some of Your Friends
It is useful if you want to save interesting videos or music recommendation from friends and listen or view it later in a playlist on your PC, laptop, tablet or smartphone.
This start-up is from Montréal.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
With Wavo.me you can connect to your Facebook or Twitter account and save music or videos from friends. You can complete one to four steps:
1- Make a new Playlist
2- Drag and Drop an item into your Playlists
3-Share a Video or Song
4-Invite Some of Your Friends
It is useful if you want to save interesting videos or music recommendation from friends and listen or view it later in a playlist on your PC, laptop, tablet or smartphone.
This start-up is from Montréal.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Monday, November 07, 2011
Booz & Co Global innovation 1000, 2011
According to Bloomberg and Booz & Co, the 10 most innovative firms are:
1-Apple
2-Google
3-3M
4-GE
5-Microsoft
6-IBM
7-Samsung
8-P&G
9-Toyota
10-Facebook
In their 2011 Global innovation 1000 survey, Booz&Co report that it is not necessarily the big spenders in Research and development in percentage of sales that are the best innovators. Instead, having a strong culture that supports innovation and strategic alignment between the innovation strategy and the global corporate strategy is more important than total spending in R&D. For instance, Apple’s rank in R&D/sales (2.7%) is just 70, but the firm is the most innovative firm according to a survey to 600 senior managers.
According to the survey there are 3 generic innovation strategies:
1- Need Seekers actively and directly engage both current and potential customers to help shape new products and services based on superior end-user understanding. These companies often address unarticulated needs and then work to be first to market with the resulting new products and services.
2- Market Readers closely monitor both their customers and competitors, but they maintain a more cautious approach. They focus largely on creating value through incremental innovations to their products and being “fast followers” in the marketplace.
3- Technology Drivers follow the direction suggested by their technological capabilities leveraging their sustained investments in R&D to drive both breakthrough innovation and incremental change. They often seek to solve the unarticulated needs of their customers through leading-edge new technology.
Need Seekers are Apple and IBM and Technology drivers are Google, Microsoft and Samsung. These top performers generally consistently underspend their peers on R&D investments while outperforming them on a broad range of measures of corporate success, such as revenue growth, profit growth, margins, and total shareholder return. On the other hand, industries such as pharmaceuticals, continue to spend massively in R&D/sales but create low corporate value. Success in innovation isn’t about how much you spend, but rather how you spend it.
It appears that critical factors for R&D managers are the ways decision makers think about their new products and services — and how they feel about intangibles such as risk, creativity, openness, and collaboration. Need Seekers are more likely to financially outperform their rivals than companies following one of the other two strategies. In Booz’s survey more than 41 percent of Need Seekers said theirs strongly supported their innovation strategy, compared with just 7 percent of Market Readers and 14 percent of Tech Drivers. Need Seekers ranked as their highest innovation goal the creation of “advantaged products and services,” and their number one cultural attribute as “openness to ideas from external sources.” These characteristics clearly lead to create truly differentiated products by leveraging all potential sources of good ideas. Need Seekers even outperformed in terms of the management of the innovation process: They rated their portfolio management processes highest for both consistency and rigor. The most successful innovators ensure that their culture not only supports innovation, but actually accelerates its execution. Booz & Co’s analysis shows that a well-executed Need Seeker model, although it may be the hardest model to create, is also the most likely to deliver superior differentiation, profitability, and growth in enterprise value. That’s because it is the model most able to get to market first with products that address unarticulated customer needs through superior customer understanding, and the most likely to have the cultural attributes and cross-organizational alignment that can sustain its success.
The most successful Tech Drivers, like Google, Microsoft and Samsung have developed both the capabilities shared by all outperforming innovators, such as the ability to translate consumer and customer needs into product development and engagement with customers, and the capabilities specific to their own strategy: a deep understanding of emerging technologies and trends, and the capacity to manage the life cycle of their products and projects.
For the survey see:
http://www.booz.com/global/home/what_we_think/featured_content/innovation_1000_2011
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfcomAnalysis
1-Apple
2-Google
3-3M
4-GE
5-Microsoft
6-IBM
7-Samsung
8-P&G
9-Toyota
10-Facebook
In their 2011 Global innovation 1000 survey, Booz&Co report that it is not necessarily the big spenders in Research and development in percentage of sales that are the best innovators. Instead, having a strong culture that supports innovation and strategic alignment between the innovation strategy and the global corporate strategy is more important than total spending in R&D. For instance, Apple’s rank in R&D/sales (2.7%) is just 70, but the firm is the most innovative firm according to a survey to 600 senior managers.
According to the survey there are 3 generic innovation strategies:
1- Need Seekers actively and directly engage both current and potential customers to help shape new products and services based on superior end-user understanding. These companies often address unarticulated needs and then work to be first to market with the resulting new products and services.
2- Market Readers closely monitor both their customers and competitors, but they maintain a more cautious approach. They focus largely on creating value through incremental innovations to their products and being “fast followers” in the marketplace.
3- Technology Drivers follow the direction suggested by their technological capabilities leveraging their sustained investments in R&D to drive both breakthrough innovation and incremental change. They often seek to solve the unarticulated needs of their customers through leading-edge new technology.
Need Seekers are Apple and IBM and Technology drivers are Google, Microsoft and Samsung. These top performers generally consistently underspend their peers on R&D investments while outperforming them on a broad range of measures of corporate success, such as revenue growth, profit growth, margins, and total shareholder return. On the other hand, industries such as pharmaceuticals, continue to spend massively in R&D/sales but create low corporate value. Success in innovation isn’t about how much you spend, but rather how you spend it.
It appears that critical factors for R&D managers are the ways decision makers think about their new products and services — and how they feel about intangibles such as risk, creativity, openness, and collaboration. Need Seekers are more likely to financially outperform their rivals than companies following one of the other two strategies. In Booz’s survey more than 41 percent of Need Seekers said theirs strongly supported their innovation strategy, compared with just 7 percent of Market Readers and 14 percent of Tech Drivers. Need Seekers ranked as their highest innovation goal the creation of “advantaged products and services,” and their number one cultural attribute as “openness to ideas from external sources.” These characteristics clearly lead to create truly differentiated products by leveraging all potential sources of good ideas. Need Seekers even outperformed in terms of the management of the innovation process: They rated their portfolio management processes highest for both consistency and rigor. The most successful innovators ensure that their culture not only supports innovation, but actually accelerates its execution. Booz & Co’s analysis shows that a well-executed Need Seeker model, although it may be the hardest model to create, is also the most likely to deliver superior differentiation, profitability, and growth in enterprise value. That’s because it is the model most able to get to market first with products that address unarticulated customer needs through superior customer understanding, and the most likely to have the cultural attributes and cross-organizational alignment that can sustain its success.
The most successful Tech Drivers, like Google, Microsoft and Samsung have developed both the capabilities shared by all outperforming innovators, such as the ability to translate consumer and customer needs into product development and engagement with customers, and the capabilities specific to their own strategy: a deep understanding of emerging technologies and trends, and the capacity to manage the life cycle of their products and projects.
For the survey see:
http://www.booz.com/global/home/what_we_think/featured_content/innovation_1000_2011
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfcomAnalysis
New article on Seeking Alpha: Valuations of the 4 most innovative technology firms
My new article is available on Seeking Alpha: Valuations of the 4 most innovative technology firms.
http://seekingalpha.com/account/authorboard_overview
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
http://seekingalpha.com/account/authorboard_overview
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Friday, November 04, 2011
New article on Seeking Alpha: 8 fast growing infomediation players
My new article on Seeking Alpha "8 fast growing infomediation players" is available at:
http://seekingalpha.com/article/305377-8-fast-growing-infomediation-players
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
http://seekingalpha.com/article/305377-8-fast-growing-infomediation-players
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Thursday, November 03, 2011
New article on Seeking Alpha: 5 infocom potential takeovers targets
My new article is available on Seeking Alpha:
M&A In Information, Communications And Tech Industries: 5 Potential Opportunities
http://seekingalpha.com/article/304824-m-a-in-information-communications-and-tech-industries-5-potential-opportunities
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
M&A In Information, Communications And Tech Industries: 5 Potential Opportunities
http://seekingalpha.com/article/304824-m-a-in-information-communications-and-tech-industries-5-potential-opportunities
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Tuesday, November 01, 2011
Court profil de l'industrie québécoise des Technologies de l'information et des communications (TIC)
Le magazine Direction Informatique rapporte que chaque employé québécois de l'industrie des technologies de l'information et de la communication (TIC) génère en moyenne des revenus annuels de 125 000 dollars, révèle un sondage de l'Association québécoise des technologies (AQT). L'étude a été effectuée en début d'année auprès de 495 petites et moyennes entreprises (PME) de l'industrie des TIC, c'est-à-dire des sociétés comptant entre 4 et 500 employés.
Les PME de l'industrie des TIC comptent en moyenne 38 employés, 15 ans d'existence et des revenus annuels de 4,8 millions de dollars. L'analyse révèle que 20 % des entreprises sondées offrent uniquement des solutions technologiques, alors que 14 % n'offrent que des services. Les autres offrent les deux types : 40 % surtout des solutions technologiques et 26 % surtout des services. 53 % des revenus proviennent de la vente de services, alors que 45 % proviennent de la vente de solutions technologiques.
Seulement 27 % des entreprises québécoises des TIC vendent uniquement au Québec, alors que 41 % d'entre elles font des ventes aux États-Unis et 29 % en Europe. Globalement, les ventes hors Québec représentent en moyenne 38 % des revenus des sociétés. Les modes de distribution privilégiés par les dirigeants sont d'abord la force de vente directe (38 %), suivie des alliances et partenariats (27 %), d'Internet (17 %), des distributeurs (10 %) et des revendeurs (8 %).
Innovation
Le Baromètre AQT révèle aussi que les entreprises des TIC placent l'innovation au cœur de leurs priorités. Pas moins de 95% des entreprises de 50 à 500 employés qui ont un plan stratégique, documenté ou informel, prévoient développer de nouveaux produits et services afin de demeurer concurrentielles.
De plus, 42 % des répondants disent protéger leur propriété intellectuelle par des clauses contractuelles, 32 % en innovant constamment et 15 % avec des brevets. Toutefois, 9 % des répondants avouent ne pas protéger leur propriété intellectuelle, alors que 2 % ne peuvent pas préciser. Au cours de la prochaine année, les entreprises disent vouloir investir dans l'amélioration de leurs produits et services (67 %), dans leur commercialisation (66 %), dans l'amélioration des processus internes (41 %), dans l'exportation vers de nouveaux marchés (39 %) et dans le perfectionnement et la formation des ressources humaines (36 %).
Obstacles
Du côté des obstacles à la croissance, les deux éléments au sommet de la liste sont les conditions du marché (52 %) et la pénurie de main-d'œuvre qualifiée (50 %). 10% des entreprises des TIC considèrent que l'évolution trop rapide des technologies peut constituer un frein à leur croissance.
L'étude révèle également qu'en moyenne, 33 % du personnel des entreprises des TIC de 4 à 500 employés est affecté à la recherche et au développement (R-D), comparativement à 18 % à la commercialisation et 14 % à l'administration. Enfin, 57 % des entreprises disent être prêtes à patienter entre 1 et 3 ans avant qu'une innovation mise en marché devienne rentable.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Les PME de l'industrie des TIC comptent en moyenne 38 employés, 15 ans d'existence et des revenus annuels de 4,8 millions de dollars. L'analyse révèle que 20 % des entreprises sondées offrent uniquement des solutions technologiques, alors que 14 % n'offrent que des services. Les autres offrent les deux types : 40 % surtout des solutions technologiques et 26 % surtout des services. 53 % des revenus proviennent de la vente de services, alors que 45 % proviennent de la vente de solutions technologiques.
Seulement 27 % des entreprises québécoises des TIC vendent uniquement au Québec, alors que 41 % d'entre elles font des ventes aux États-Unis et 29 % en Europe. Globalement, les ventes hors Québec représentent en moyenne 38 % des revenus des sociétés. Les modes de distribution privilégiés par les dirigeants sont d'abord la force de vente directe (38 %), suivie des alliances et partenariats (27 %), d'Internet (17 %), des distributeurs (10 %) et des revendeurs (8 %).
Innovation
Le Baromètre AQT révèle aussi que les entreprises des TIC placent l'innovation au cœur de leurs priorités. Pas moins de 95% des entreprises de 50 à 500 employés qui ont un plan stratégique, documenté ou informel, prévoient développer de nouveaux produits et services afin de demeurer concurrentielles.
De plus, 42 % des répondants disent protéger leur propriété intellectuelle par des clauses contractuelles, 32 % en innovant constamment et 15 % avec des brevets. Toutefois, 9 % des répondants avouent ne pas protéger leur propriété intellectuelle, alors que 2 % ne peuvent pas préciser. Au cours de la prochaine année, les entreprises disent vouloir investir dans l'amélioration de leurs produits et services (67 %), dans leur commercialisation (66 %), dans l'amélioration des processus internes (41 %), dans l'exportation vers de nouveaux marchés (39 %) et dans le perfectionnement et la formation des ressources humaines (36 %).
Obstacles
Du côté des obstacles à la croissance, les deux éléments au sommet de la liste sont les conditions du marché (52 %) et la pénurie de main-d'œuvre qualifiée (50 %). 10% des entreprises des TIC considèrent que l'évolution trop rapide des technologies peut constituer un frein à leur croissance.
L'étude révèle également qu'en moyenne, 33 % du personnel des entreprises des TIC de 4 à 500 employés est affecté à la recherche et au développement (R-D), comparativement à 18 % à la commercialisation et 14 % à l'administration. Enfin, 57 % des entreprises disent être prêtes à patienter entre 1 et 3 ans avant qu'une innovation mise en marché devienne rentable.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Saturday, October 29, 2011
The future of Gaming according to the founder/Ceo of Digital Chocolate
This is the future of Gaming according to the founder/Ceo of Digital Chocolate.
To sum up a game should be available on many screens/platform, offline, online and mobile. A good game has "3 rules": it is simple, hot and deep. Cloud computing is a key enabler with tablets a main driver for new game creation. iCloud of Apple can also facilitates the development of native apps for games. On the other hand, cloud computing for any kind of browser simplifies the life of consumers and leapfrog Apple's iCloud.
See video.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
To sum up a game should be available on many screens/platform, offline, online and mobile. A good game has "3 rules": it is simple, hot and deep. Cloud computing is a key enabler with tablets a main driver for new game creation. iCloud of Apple can also facilitates the development of native apps for games. On the other hand, cloud computing for any kind of browser simplifies the life of consumers and leapfrog Apple's iCloud.
See video.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Thursday, October 27, 2011
New article on Seeking Alpha: the challenges of Demand Media (DMD)
My new article on The challenges of Demand Media (DMD) is avsilable on Seeking Alpha.
http://seekingalpha.com/article/302993-the-challenges-facing-demand-media
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
http://seekingalpha.com/article/302993-the-challenges-facing-demand-media
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Tuesday, October 25, 2011
HOW PEOPLE USE TABLETS AND WHAT IT MEANS FOR THE FUTURE OF NEWS
An interesting summary of the recent Pew Research Center study on tablets consumption.
http://www.journalism.org/analysis_report/tablet
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
http://www.journalism.org/analysis_report/tablet
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Monday, October 24, 2011
Facebook more profitable than Amazon?
According to Michael Arrington, Founder of TechCrunch, Facebook is going to be more profitable than Amazon this year because of its high profit margin (50%), and high revenues growth. Amazon will have around $40B in revenues while Facebook will have around $4B in 2011, but both will have around $2B in profits. Market valuations are $107B for Amazon and $75B for Facebook.
Zynga, the online game company will make its IPO in the coming weeks. It is still very dependant on the business model of Facebook. Zynga has right now a $11.7B private market valuation.
Source:
http://uncrunched.com/2011/10/24/facebook-will-probably-be-more-profitable-than-amazon-this-year/
Louis Rhéaume
Infocom Inbtelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Zynga, the online game company will make its IPO in the coming weeks. It is still very dependant on the business model of Facebook. Zynga has right now a $11.7B private market valuation.
Source:
http://uncrunched.com/2011/10/24/facebook-will-probably-be-more-profitable-than-amazon-this-year/
Louis Rhéaume
Infocom Inbtelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Big spending in R&D does not necessarily equal to being very innovative
Big spending in R&D does not necessarily equal to being considered "very innovative". It appears that top 'Innovators' rank low in R&D spending. A new report by Booz & Co. says that for many companies innovation is a top priority. However, few of the biggest R&D spenders crack the top 10 in terms of being considered "innovative" by their peers. Booz identified 1,000 companies with the biggest 2010 research-and-development budgets. The point is to spend more wisely money to buy or build innovation.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Saturday, October 22, 2011
The state of tablet adoption at work
This is the state of tablet adoption at work, a summary graph found at VentureBeat.
http://venturebeat.files.wordpress.com/2011/10/tablet_adoption_infographic.png
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
http://venturebeat.files.wordpress.com/2011/10/tablet_adoption_infographic.png
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Friday, October 21, 2011
Article on Seeking Alpha: 5 stocks expected to gain from Internet trends
My new article on 5 stocks expected to gain from Internet trends has been published on Seeking Alpha.
http://seekingalpha.com/article/301081-5-companies-expected-to-gain-from-internet-trends
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
http://seekingalpha.com/article/301081-5-companies-expected-to-gain-from-internet-trends
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
The state of media: challenges to content creation
There is a very interesting article by Lance Ulanoff of Mashable analyzing a quick recap of the digital media history. Today, even a first year old baby can use a tablet iPad and find it natural to look at pictures on an online magazine or online newspaper.
Media has faced several boom and bust over the last 4 decades. Just in 2008, 500 magazines dissappeared.
For the complete article see:
http://mashable.com/2011/10/20/media-digital-revolution/
Louis Rhéaume
Infocom Intelligernce
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Media has faced several boom and bust over the last 4 decades. Just in 2008, 500 magazines dissappeared.
For the complete article see:
http://mashable.com/2011/10/20/media-digital-revolution/
Louis Rhéaume
Infocom Intelligernce
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
The new opportunity in venture capital
According to Mark Suster, a 2x entrepreneur, now VC at GRP Partners, the best new opportunity for venture capitalists is the television business.
It appears that many have failed : Google TV, Apple TV and others, while some have experienced huge growth: youTube, Vevo, Maker Studios and Movieclips.
91% of households still pay for TV and they watch on average around 5.3 hours of TV per day.
Online video costs of production are very low compared to network TV.
Suster's Startup Blog is BothSidesoftheTable. See the complete presentation at:
http://www.docstoc.com/docs/document-preview.aspx?doc_id=100225840
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
It appears that many have failed : Google TV, Apple TV and others, while some have experienced huge growth: youTube, Vevo, Maker Studios and Movieclips.
91% of households still pay for TV and they watch on average around 5.3 hours of TV per day.
Online video costs of production are very low compared to network TV.
Suster's Startup Blog is BothSidesoftheTable. See the complete presentation at:
http://www.docstoc.com/docs/document-preview.aspx?doc_id=100225840
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Monday, October 17, 2011
Infocom convergence war: Apple vs Google vs Facebook vs Amazon
The magazine Fast Company discusses this month the actual infocom war which oppose 4 corporate titans involved in many infocom sub-sectors. CNBC made an interview with the editor-in-chef.
It appears that very recently you could describe these 4 titans in few words: Apple did consumer electronics. Google did search, Amazon a web store and Facebook a social site. Each tech titan pushing further into mobile tablets, apps, cloud data and beyond. Fast Company offers four scenarios where each titan could emergence as a big winner of this tech war.
"In some ways their competition with each other will continue to elevate them ahead of the rest of the pack, but their actions and their ambitions are driving them into each other's areas. whether that's Google launching a social network, Amazon launching an ipad competitor, these companies are definitely looking for the same larger opportunities in mobile and media and data. and that's driving them into each other's areas. You know, at the same time they are setting the agenda for wide swaths of the rest of the economy. it's other folks who are forced to respond and react to what these guys are doing... I think the question here for investors is where will the profits go? right now apple is in the driver seat in terms of how big their profits are, the cash they're generating, the growth we're seeing from them.
But to put it in retail terms, this is like a battle between the Nordstrom, Walmart and Target models. i put Apple in the Nordstrom category, Google and Facebook are more Walmart. You sort of trade convenience for a little bit more of an open ecosystem but doesn't work quite as well. and Target is more of Amazon's model. They're really selling commerce, all these other things are feeding you into buying things from Amazon. I think that's the real issue is which one of those models wins out. I think they're all at slightly different life stages too. amazon ig@ on track to be the fastest company to reach $100 billion in revenues projected by I think 2015. That's tremendously fast."
"At the same time as you mention, Apple is making so much money and i think it takes apple about nine days to generate what Facebook generates in a year in revenue. But Facebook does have 800 million customers, right? users, and they have data from those folks on what they like and how they end up using that data may be tremendously valuable in the years ahead... How do you define actually winning? is it the amount of money they make, their entrepreneurship and innovative skills or the products they put out. or is it all of that? certainly from an investing point of view making money's important."
http://video.cnbc.com/gallery/?video=3000051097
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
It appears that very recently you could describe these 4 titans in few words: Apple did consumer electronics. Google did search, Amazon a web store and Facebook a social site. Each tech titan pushing further into mobile tablets, apps, cloud data and beyond. Fast Company offers four scenarios where each titan could emergence as a big winner of this tech war.
"In some ways their competition with each other will continue to elevate them ahead of the rest of the pack, but their actions and their ambitions are driving them into each other's areas. whether that's Google launching a social network, Amazon launching an ipad competitor, these companies are definitely looking for the same larger opportunities in mobile and media and data. and that's driving them into each other's areas. You know, at the same time they are setting the agenda for wide swaths of the rest of the economy. it's other folks who are forced to respond and react to what these guys are doing... I think the question here for investors is where will the profits go? right now apple is in the driver seat in terms of how big their profits are, the cash they're generating, the growth we're seeing from them.
But to put it in retail terms, this is like a battle between the Nordstrom, Walmart and Target models. i put Apple in the Nordstrom category, Google and Facebook are more Walmart. You sort of trade convenience for a little bit more of an open ecosystem but doesn't work quite as well. and Target is more of Amazon's model. They're really selling commerce, all these other things are feeding you into buying things from Amazon. I think that's the real issue is which one of those models wins out. I think they're all at slightly different life stages too. amazon ig@ on track to be the fastest company to reach $100 billion in revenues projected by I think 2015. That's tremendously fast."
"At the same time as you mention, Apple is making so much money and i think it takes apple about nine days to generate what Facebook generates in a year in revenue. But Facebook does have 800 million customers, right? users, and they have data from those folks on what they like and how they end up using that data may be tremendously valuable in the years ahead... How do you define actually winning? is it the amount of money they make, their entrepreneurship and innovative skills or the products they put out. or is it all of that? certainly from an investing point of view making money's important."
http://video.cnbc.com/gallery/?video=3000051097
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Amazon competing with publishers, not just bookstores
There was an interesting article in the NY Times about the new strategy of Amazon concerning publishing. They are more and more competing, not only with bookstores, but also with publishers. They are cutting the middleman by signing publishing contracts directly with authors. With the proliferation of tablets, ebooks are more popular than ever. Amazon can control most of the value chain: the reading device the Kindle Fire and the distribution online channel.
Amazon just started giving all authors, whether it publishes them or not, direct access to the Nielsen BookScan sales data, which records how many physical books they are selling in individual markets (cities). It represents a one-on-one communication between authors and their fans that used to happen only on book tours. Recently, Amazon made an obscure German historical novel a best seller without a single professional review.
http://www.nytimes.com/2011/10/17/technology/amazon-rewrites-the-rules-of-book-publishing.html?pagewanted=all
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Amazon just started giving all authors, whether it publishes them or not, direct access to the Nielsen BookScan sales data, which records how many physical books they are selling in individual markets (cities). It represents a one-on-one communication between authors and their fans that used to happen only on book tours. Recently, Amazon made an obscure German historical novel a best seller without a single professional review.
http://www.nytimes.com/2011/10/17/technology/amazon-rewrites-the-rules-of-book-publishing.html?pagewanted=all
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Article on RIM new development initiatives
There is an interesting article on the NY Times on Research and Motion new development intitiatives. They will present this week a conference where they have to persuade critical applications developers to create new apps for the new generation of BlackBerrys that will use a more capable operating system known as QNX (pronounced CUE-nix) and for the tablet PlayBook. One problem with the Playbook is that there are few apps available now.
http://www.nytimes.com/2011/10/17/technology/research-in-motion-pins-hopes-on-its-next-os.html?src=un&feedurl=http%3A%2F%2Fjson8.nytimes.com%2Fpages%2Ftechnology%2Findex.jsonp
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
http://www.nytimes.com/2011/10/17/technology/research-in-motion-pins-hopes-on-its-next-os.html?src=un&feedurl=http%3A%2F%2Fjson8.nytimes.com%2Fpages%2Ftechnology%2Findex.jsonp
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Tuesday, October 11, 2011
Some key elements for innovation management value creation: the case of Yahoo versus Google
In a recent interview, a former Yahoo VP argues that the key element for efficient innovation management in order to create value is to have an organization enabling small accountable and empowered team that can take risks. Salim Ismail is a successful angel investor and entrepreneur. He has operated seven early-stage companies and is a frequent speaker on internet technologies, private equity and entrepreneurship. From February 2007 to February 2008, Salim was a Vice President at Yahoo and the Head of Brickhouse, Yahoo's internal incubator where game-changing ideas were brought in, built and launched. He is now working for Singularity University.
Yahoo became a matrix company under Terry Siemel, with several layers of organizational approval. The firm is now developed under the traditional verticals administrative functions. Google on the other hand always promoted risks taking and has less organizational layers of approvals, even less under the new CEO Larry Page. Free time is giving to engineer to work on the innovation project of their choice. Google encourage risk taking. Many internal resources of Yahoo made spin-off outside the firm like Zynga. Like Xerox which created many innovations like the mouse, the operating systems, Ethernet but did not develop it, outside spin-offs of Xerox created more value than Xerox itself: Apple, 3Com, Adobe Systems; history is repeated with the case of Yahoo.
According to Ismail, in the fast moving area of high tech, it is difficult to play the game of catching-up on trends and competition. Few players won that game. Apple totally reinvented the company, but they have relied on the Blue Ocean Strategy.
For more information on the ideas of Salim Ismail, see the interview on TechCrunch.
http://techcrunch.com/2011/10/11/keen-on-how-yahoo-screwed-up-and-lessons-for-other-silicon-valley-giants-tctv/#ooid=locnJ1Mjq5H8b_xXxgp9bym7HAdEvXrv
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Yahoo became a matrix company under Terry Siemel, with several layers of organizational approval. The firm is now developed under the traditional verticals administrative functions. Google on the other hand always promoted risks taking and has less organizational layers of approvals, even less under the new CEO Larry Page. Free time is giving to engineer to work on the innovation project of their choice. Google encourage risk taking. Many internal resources of Yahoo made spin-off outside the firm like Zynga. Like Xerox which created many innovations like the mouse, the operating systems, Ethernet but did not develop it, outside spin-offs of Xerox created more value than Xerox itself: Apple, 3Com, Adobe Systems; history is repeated with the case of Yahoo.
According to Ismail, in the fast moving area of high tech, it is difficult to play the game of catching-up on trends and competition. Few players won that game. Apple totally reinvented the company, but they have relied on the Blue Ocean Strategy.
For more information on the ideas of Salim Ismail, see the interview on TechCrunch.
http://techcrunch.com/2011/10/11/keen-on-how-yahoo-screwed-up-and-lessons-for-other-silicon-valley-giants-tctv/#ooid=locnJ1Mjq5H8b_xXxgp9bym7HAdEvXrv
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
A new model for universities: Singularity University
A new model for universities is proposed by Singularity University in Silicon Valley. It was founded by Ray Kurzeil and Peter Diamandis. Serial entrepreneur Salim Ismail is now the university’s Global Ambassador.
They offer a ten week intensive Summer program where you can learn new technologies and search for solutions to social challenges. It aims to offer "pull content" and updated knowledge versus the traditional "push content" model offered by traditional universities, since 700 years.
The point is in many sectors like technologies, the traditional learning in universities is often out of date, even before the end of the studying. With Singularity University, teachers are often entrepreneurs or experts in technologies, or social challenges.
For more information, see the interview on TechCrunch. Few places are available per year.
http://techcrunch.com/2011/10/10/keen-on-the-future-of-the-university-might-well-be-singularity-tctv/#ooid=lpcnJ1Mjpkg-iPDxshtswvbzMbaOvKiP
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
They offer a ten week intensive Summer program where you can learn new technologies and search for solutions to social challenges. It aims to offer "pull content" and updated knowledge versus the traditional "push content" model offered by traditional universities, since 700 years.
The point is in many sectors like technologies, the traditional learning in universities is often out of date, even before the end of the studying. With Singularity University, teachers are often entrepreneurs or experts in technologies, or social challenges.
For more information, see the interview on TechCrunch. Few places are available per year.
http://techcrunch.com/2011/10/10/keen-on-the-future-of-the-university-might-well-be-singularity-tctv/#ooid=lpcnJ1Mjpkg-iPDxshtswvbzMbaOvKiP
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Thursday, September 29, 2011
Evolution of the smartphone sector
According to a study by Millennial Media, the smartphone sector is growing quickly.
Thus, it appears that:
-60% of the devices have a touch screen. Only 33 percent of the devices had a touch screen in March 2009.
-Now, all of the 20 top phones are now smartphones.
-The top three manufacturers in 2009 were Samsung (21.6%), LG (12.52%)) and Apple (11.35%). Now its Apple (30.76%), Samsung (14.94%) and RIM (11.76%)
-Mobile ads have evolved: 52% of ad campaigns actions lead to visiting a site compared to 15% in 2009. Click-to-call actions have gone from 1% to 37%. And app downloads surged from 3% to 23%.
-Six verticals — finance, retail/restaurants, pharmaceuticals, automotive, entertainment and travel – experienced triple digit growth year over year from Q2 2010 to Q2 2011. Finance grew by 1,095% while retail/restaurants grew by 956% and pharmaceuticals grew by 426%.
-Smartphones now represent 67% percent of all impressions on devices while connected devices such as tablets and the iPod Touch represent 17% of all impressions.
Louis Rheaume
Infocom Intelligence
louis@infocomintelligence.com
Tuesday, September 13, 2011
Mobile Internet will surpass fixed Internet in 2015
According to IDC, tablets and smartphones will drive significantly the consumption of mobile Internet. It will surpass fixed Internet (PC) around 2015 in the number of users. New players such as Amazon in tablets, will push mobile Internet.
This will drive new business models to create value from mobile Internet users.
Fixed and mobile Internet users will increase from 2 billion in 2010 to around 2.7 billion in 2015.
For more analysis on the modifications of technology business models you can read, in the coming weeks the Chapter of the Book:
"Rethinking North American telephony business models in the age of turbulence."
From Louis Rhéaume, TELUQ and Yves Rabeau, UQÀM.
In the book In: Advances in Communications… Volume 8 ISBN # 978-1-61324-794-5
Editor: Anthony V. Stavros, pp. 1- 40 © 2011 Nova Science Publishers, Inc.
Available (forthcoming Q4-2011) on the website:
https://www.novapublishers.com/catalog/product_info.php?products_id=25245
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
This will drive new business models to create value from mobile Internet users.
Fixed and mobile Internet users will increase from 2 billion in 2010 to around 2.7 billion in 2015.
For more analysis on the modifications of technology business models you can read, in the coming weeks the Chapter of the Book:
"Rethinking North American telephony business models in the age of turbulence."
From Louis Rhéaume, TELUQ and Yves Rabeau, UQÀM.
In the book In: Advances in Communications… Volume 8 ISBN # 978-1-61324-794-5
Editor: Anthony V. Stavros, pp. 1- 40 © 2011 Nova Science Publishers, Inc.
Available (forthcoming Q4-2011) on the website:
https://www.novapublishers.com/catalog/product_info.php?products_id=25245
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Thursday, July 21, 2011
Montreal Start-ups festival: challenges and motivations of entrepreneurs
Direction Informatique magazine did an interesting 5 minutes video on the challenges and motivations of entrepreneurs during the Montreal start-ups festival. Video in French and English.
http://bcove.me/cmgyovo5
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
http://bcove.me/cmgyovo5
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Wednesday, June 15, 2011
IBM has now 100 years
Today, there is an interesting article on IBM in the Spanish newspaper El Pais. It talks about the recent strategy of IBM. The firm has now 100 years. In 2010, the consulting and technology services accounted for 56.4% of revenue, programs, 22.5% and machine business 18%. One has to remember that IBM dominated the PC business in the 1980's. Between 2000 and 2010, IBM bought 116 companies.
According to Mr. Zufiria, an executive manager of IBM, the best invention of IBM, which has 76,000 patents in its portfolio, is to sustain the culture of progress. In the last decade, the image of IBM dedicated to the machines has evolved into a company also dedicated to the services and enterprise software. IBM sold his home computer unit to Lenovo, among other movements, bought the consultant Price Waterhouse Coopers Consulting. "This change is a response to globalization and the challenge faced by companies in mature sectors, where part of the offer are already standardized services. This transformation reflects IBM's commitment to build a business based on value proposition. In there, you select investments designed to create a difference. " To Zufiria, customers are seeking solutions and facing transformational issues.
"With Price Waterhouse, it allow us to have knowledge of business processes and provide this global response. " The same principle applies to business management market. "The challenge is no longer in the data warehousing tools. It is situated in the analytical processes around that data, that allow a company to understand their situation and make decisions in real time. " In this area, IBM has invested U.S. $ 14 billion, to create a complete portfolio of predictive analytics solutions with the acquisition in five years of 24 specialized companies.
IBM is really a transnational firm profiting from regional expertise and selling those solutions globally. IBM has made a million dollar bet on free software, "open source". IBM spends 6% of its revenues on research and development. " Thus, explains Zufiria, the company is not seeking an offer that is redundant, or which already exists. "In 2007, opened 500 patents. It was not a selfless act, but IBM was trying to drive the standardization, for example, certain operating systems or software components, so as to accelerate the transition to other software layers on top IBM can provide the greatest value. "
Source: http://www.elpais.com/articulo/Pantallas/IBM/anos/reinventa/elpepurtv/20110613elpepirtv_1/Tes
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
According to Mr. Zufiria, an executive manager of IBM, the best invention of IBM, which has 76,000 patents in its portfolio, is to sustain the culture of progress. In the last decade, the image of IBM dedicated to the machines has evolved into a company also dedicated to the services and enterprise software. IBM sold his home computer unit to Lenovo, among other movements, bought the consultant Price Waterhouse Coopers Consulting. "This change is a response to globalization and the challenge faced by companies in mature sectors, where part of the offer are already standardized services. This transformation reflects IBM's commitment to build a business based on value proposition. In there, you select investments designed to create a difference. " To Zufiria, customers are seeking solutions and facing transformational issues.
"With Price Waterhouse, it allow us to have knowledge of business processes and provide this global response. " The same principle applies to business management market. "The challenge is no longer in the data warehousing tools. It is situated in the analytical processes around that data, that allow a company to understand their situation and make decisions in real time. " In this area, IBM has invested U.S. $ 14 billion, to create a complete portfolio of predictive analytics solutions with the acquisition in five years of 24 specialized companies.
IBM is really a transnational firm profiting from regional expertise and selling those solutions globally. IBM has made a million dollar bet on free software, "open source". IBM spends 6% of its revenues on research and development. " Thus, explains Zufiria, the company is not seeking an offer that is redundant, or which already exists. "In 2007, opened 500 patents. It was not a selfless act, but IBM was trying to drive the standardization, for example, certain operating systems or software components, so as to accelerate the transition to other software layers on top IBM can provide the greatest value. "
Source: http://www.elpais.com/articulo/Pantallas/IBM/anos/reinventa/elpepurtv/20110613elpepirtv_1/Tes
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Sunday, June 05, 2011
For Marc Andreessen "Mr. Internet" : we are not in a second tech bubble
For Marc Andreessen "Mr. Internet" : we are not in a second tech bubble. Marc is the founder of Netscape who created Internet with images. He is now a Venture capitalist involved in Groupon, Twitter, Facebook, Zynga. He is making a tons of millions in profits from its internet investments. He suggests that right now, major tech stocks are undervalued on the stock markets: for instance Cisco Systems, Apple, Microsoft. He said that Apple's Price-Earnings (PE) ratio is just 10 if you delete cash. He suggests that fast growing valuations of private and public stocks are not general, but in fact isolated, mainly in social networks (Faceboook, Zynga, Linkedin).
For Marc, new tech companies are trying to become profitable companies and not just new promising new IPOs (Initial Public Offerings) like firms in 1999-2000. They tend to have stronger business models than in the last decade.
For the whole interview on the Wall Street Journal see
http://online.wsj.com/video/groupon-investor-marc-andreessen-no-tech-bubble/275ED9C5-2BCA-4BFD-9FBA-97BCEF0D48F7.html
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
For Marc, new tech companies are trying to become profitable companies and not just new promising new IPOs (Initial Public Offerings) like firms in 1999-2000. They tend to have stronger business models than in the last decade.
For the whole interview on the Wall Street Journal see
http://online.wsj.com/video/groupon-investor-marc-andreessen-no-tech-bubble/275ED9C5-2BCA-4BFD-9FBA-97BCEF0D48F7.html
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Monday, May 30, 2011
We are entering a period where some mobile apps are more popular than their initial desktop version
Google has announced that Google Maps for mobile has 200 M users worldwide and growing quickly. While it represents now 40% of Google Maps users, Google predicts that in the next month there will be more mobile users of Google Maps than desktop users. According to Google's VP Marissa Mayer: "Desktop apps will be important but maps on the phone that knows … where you are and where you’re going is a killer app”.
The growth of SoLoMO is coming fast: Social, localisation and mobile.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
The growth of SoLoMO is coming fast: Social, localisation and mobile.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Friday, May 20, 2011
IBM has now a bigger market capitalization than Microsoft.
IBM, which really launched the PC revolution, has now a bigger value (market capitalization) than Microsoft ($208.07B vs. $207.95B). IBM was the dominant PC manufacturer in the 1980's. It has sub-contracted the two most profitable components of a PC: the chip to Intel and the operating system to Microsoft. Wintel became very profitable and the 800 pounds gorillas in the computing industry, while IBM needed an electroshock by hiring Lou Gerstner in the 1990'S.
IBM makes a lot of profits now in the business and computing services and is less a manufacturer. By acquiring PriceWaterhouse, IBM made an important transition. Now they are acquiring aggressively in the promising cloud-computing services sector.
On the other hand, Microsoft may have a ton of liquidity, but the market is skeptic about the growth it can provide in the future. Microsoft's stock had a bad decade. The acquisition of Skype makes sense strategically, by complementing its products and services portfolio, but the acquisition price requires huge growth in revenue and profits, to recover this investment.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
IBM makes a lot of profits now in the business and computing services and is less a manufacturer. By acquiring PriceWaterhouse, IBM made an important transition. Now they are acquiring aggressively in the promising cloud-computing services sector.
On the other hand, Microsoft may have a ton of liquidity, but the market is skeptic about the growth it can provide in the future. Microsoft's stock had a bad decade. The acquisition of Skype makes sense strategically, by complementing its products and services portfolio, but the acquisition price requires huge growth in revenue and profits, to recover this investment.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Wednesday, May 18, 2011
Great innovation serie: #1 = Word Lens
Once per month we will discuss a great potential new innovation. Today to start the serie we will talk about the mobile app Word Lens. For $10 you can access an English-Spanish (vice versa) translator on your cellphone. Trough scanning, a smartphone camera can access this app with no need for Internet or Wi-Fi connections.
New languages are coming soon, such as French.
The owner of the start-up (Otavio Good) received many takeovers offers. He has sold his previous start-ups in video games (Secret Levels) for $15M to SEGA in 2006.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
New languages are coming soon, such as French.
The owner of the start-up (Otavio Good) received many takeovers offers. He has sold his previous start-ups in video games (Secret Levels) for $15M to SEGA in 2006.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Monday, May 09, 2011
Skype acquired by Microsoft?
The Wall Street Journal reports an important rumor that a deal is near between Microsoft and Skype. Microsoft would acquire Skype for $8.5 billion including the debt. Microsoft still makes few profits from the internet. While Skype's growth is important, it is still losing money and expanding aggressively internationally. Other potentiel acquirers are Facebook and Google.
http://online.wsj.com/article/SB10001424052748703730804576313932659388852.html
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter:@InfocomAnalysis
http://online.wsj.com/article/SB10001424052748703730804576313932659388852.html
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter:@InfocomAnalysis
Sunday, May 08, 2011
Venture capital: does the pre-IPO valuations of tech firms are overvalued?
According to William Quigley, a VC at Clearstone, several actual pre-IPO valuations of tech firms are justified.
You can see the whole presentation there:
http://www.docstoc.com/docs/document-preview.aspx?doc_id=79023772
He pinpoints that even though some valuation in the 80's or 90's appeared overvalued at first, with time they were highly undervalued. For instance, the IPO of Microsoft around $600M (or $0.07 per share, Cisco ($0.23), Amazon ($0.44), eBay and Google can all be considered higly undervalued.
He reports that it may be also the case in some extent for the next IPO of Facebook and Zynga.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
You can see the whole presentation there:
http://www.docstoc.com/docs/document-preview.aspx?doc_id=79023772
He pinpoints that even though some valuation in the 80's or 90's appeared overvalued at first, with time they were highly undervalued. For instance, the IPO of Microsoft around $600M (or $0.07 per share, Cisco ($0.23), Amazon ($0.44), eBay and Google can all be considered higly undervalued.
He reports that it may be also the case in some extent for the next IPO of Facebook and Zynga.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Thursday, May 05, 2011
Skype’s founder now investing in venture capital
Niklas Zennstrom is a serial entrepreneur, which helped found online chat service Skype. He also created Peer-to –peer file-sharing website Kazaa in 2001. After selling Skype to eBay for $2.6 billion in 2005, Zennstrom and co-founder Janus Friis launched Joost, an online video service. Zennstrom is now involved on making venture capital investments in the technology space through his new firm Atomico.
Why do you think Skype succeeded, where so many other online chat services failed?
The team was very focused to make Skype's core product the global standard — “we had the ambition to become a global player.” Since previous VOIP solutions did not work well at all, we identified two major problems: technology and user experience. We found that Peer-to-peer technology was the solution to the technology problem. We had the best peer-to-peer technology experience in the world from Kazaa.
“We had perfect timing; we launched Skype for a broadband world, so we utilized high definition audio before anyone else… We went after a large market with a transformational business model, so there was a big opportunity.”
With VC Atomico we are looking for some precise characteristics in companies:
• entrepreneurs with global ambitions to become category winners,
• unique transformational products or business models,
• large markets in transition and finally the right timing.
What's the biggest mistake you made as an entrepreneur and what did you learn from it?
I try to move on when I make a mistake. I guess a major mistake I did was not to start my own company earlier. I spent nine years working for others before starting Kazaa in 2000.
What's the best investment you ever made?
That must have been taking my education seriously.
Source: http://www.cnbc.com/id/42892302?__source=stocktracker&par=stocktracker
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Why do you think Skype succeeded, where so many other online chat services failed?
The team was very focused to make Skype's core product the global standard — “we had the ambition to become a global player.” Since previous VOIP solutions did not work well at all, we identified two major problems: technology and user experience. We found that Peer-to-peer technology was the solution to the technology problem. We had the best peer-to-peer technology experience in the world from Kazaa.
“We had perfect timing; we launched Skype for a broadband world, so we utilized high definition audio before anyone else… We went after a large market with a transformational business model, so there was a big opportunity.”
With VC Atomico we are looking for some precise characteristics in companies:
• entrepreneurs with global ambitions to become category winners,
• unique transformational products or business models,
• large markets in transition and finally the right timing.
What's the biggest mistake you made as an entrepreneur and what did you learn from it?
I try to move on when I make a mistake. I guess a major mistake I did was not to start my own company earlier. I spent nine years working for others before starting Kazaa in 2000.
What's the best investment you ever made?
That must have been taking my education seriously.
Source: http://www.cnbc.com/id/42892302?__source=stocktracker&par=stocktracker
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Wednesday, May 04, 2011
Groupe iWeb sera privatisé pour 47M$ CAN
Je l'avais annoncé il y a quelques semaines dans ce blogue, le Groupe iWeb sera privatisé pour 1,50$ par action ordinaire, ce qui lui donne une valeur de 47M$.
Tel que publié aujourd'hui dans un communiqué de l'entreprise :
"Après la signature d'une proposition non contraignante le 4 mars 2011, iWeb Group Inc. (TSXV: IWB) (« iWeb »), fournisseur mondial de services d'hébergement Internet et d'infrastructure de TI, annonce aujourd'hui qu'elle a conclu avec 7807201 Canada inc. (« acquéreur ») et 7807210 Canada inc. (« Newco »), deux sociétés contrôlées directement ou indirectement par Novacap Technologies III, s.e.c., la Caisse de dépôt et placement du Québec et un véhicule d'investissement membre du même groupe que Bank Street Capital Partners, une convention de fusion (la « convention de fusion ») visant à effectuer la fusion d'iWeb avec Newco (la « fusion »).
Dans le cadre de la fusion, chaque porteur (les « actionnaires ») d'actions ordinaires d'iWeb, sauf en ce qui a trait à la totalité ou une partie des actions ordinaires détenues par les actionnaires principaux (tel que ce terme est défini ci-dessous) et par FONDACTION (tel que ce terme est défini ci-dessous), recevra une action privilégiée rachetable (une « action rachetable d'Amalco ») de la société issue de la fusion (« Amalco ») pour chaque action ordinaire détenue immédiatement avant la fusion. Chaque action rachetable d'Amalco sera rachetée à la fusion pour une contrepartie au comptant de 1,50 $ (le « prix de rachat »). Le prix de rachat que les actionnaires recevront dans le cadre de la fusion représente une prime de 45,6 % et 31,5 % respectivement, sur le cours moyen pondéré en fonction du volume des actions ordinaires à la Bourse de croissance TSX (la « Bourse de croissance TSX ») au cours des 60 et 20 jours de bourse terminés le 3 mars 2011, dernier jour de négociation avant l'annonce du processus d'examen de la proposition non contraignante. L'opération, qui prévoit une évaluation des capitaux propres d'iWeb à environ 47 millions de dollars, sera réalisée par voie de fusion en vertu de la Loi canadienne sur les sociétés par actions et est assujettie aux conditions habituelles, dont l'approbation de la fusion par les actionnaires.
iWeb a convenu dans la convention de fusion qu'elle ne solliciterait pas d'autres propositions d'acquisition et elle a conservé la capacité d'étudier des propositions d'acquisition non sollicitées qui, de l'avis du conseil d'administration d'iWeb (le « conseil »), dans l'exercice des obligations qui lui incombent, constituent, ou sont raisonnablement susceptibles d'entraîner, une proposition supérieure et qu'elle modifierait sa recommandation advenant une proposition supérieure, sous réserve du droit de l'acquéreur d'égaler l'offre et du paiement de frais de résiliation de 3 millions de dollars. Les frais que l'acquéreur engagera relativement à la fusion (qui ne devront pas dépasser 700 000 $) seront pris en charge par iWeb si, entre autres, elle n'obtient pas des actionnaires le nombre de votes requis (tel qu'il est expliqué plus en détail ci-dessous).
MM. Éric Chouinard, Martin Leclair et Robert Brouillette (les « actionnaires principaux »), qui sont propriétaires, au total, de 18 321 349 actions ordinaires, soit environ 63,48 % des actions ordinaires d'iWeb en circulation, ont convenu, aux termes de conventions de soutien et de vote intervenues avec l'acquéreur, d'appuyer irrévocablement la fusion et de voter en sa faveur.
Conformément à leurs conventions de soutien et de vote, les actionnaires principaux ne peuvent accepter ni envisager aucune autre opération jusqu'au 120e jour suivant la date de la convention de fusion, conformément à ses modalités.
D'autres actionnaires publics détenant au total 2 311 161 actions ordinaires, soit environ 8,01 % des actions ordinaires en circulation, ont également convenu, conformément à des conventions de soutien et de vote intervenues avec l'acquéreur, d'appuyer irrévocablement la fusion et de voter en sa faveur. Conformément à leurs conventions de soutien et de vote, ces actionnaires ne peuvent accepter ni envisager aucune autre opération jusqu'au 120e jour suivant la date de la convention de fusion, conformément à ses modalités.
Enfin, MM. Martin Cauchon et Daniel Leclair, qui sont membres du comité spécial du conseil (le « comité spécial ») et qui détiennent au total 133 000 actions ordinaires d'iWeb, ont convenu, conformément à des conventions de soutien et de vote intervenues avec l'acquéreur, d'appuyer la fusion de voter en sa faveur. Conformément à leurs conventions de soutien et de vote, ces actionnaires ne peuvent accepter ni envisager d'autres opérations à moins que la convention de fusion soit résiliée ou que le conseil approuve, recommande ou déclare publiquement qu'il a l'intention d'approuver ou de recommander une autre proposition d'acquisition.
Dans le cadre des opérations envisagées dans la convention de fusion, les actionnaires principaux et FONDACTION, le Fonds de développement de la Confédération des syndicats nationaux pour la coopération et l'emploi (« « FONDACTION »), échangeront, au moment de la fusion, en totalité ou en partie selon le cas, leurs actions ordinaires d'iWeb contre des actions de l'acquéreur.
Pour tirer leurs conclusions respectives, le conseil et le comité spécial ont notamment examiné un avis sur le caractère équitable réalisé par ModelCom Inc. (« ModelCom ») qui concluait que, en date du 3 mai 2011 et sous réserve des restrictions, des hypothèses et des précisions qui y figuraient, le prix de rachat était équitable, d'un point de vue financier, pour les actionnaires publics. Une copie de l'avis sur le caractère équitable sera incluse dans la circulaire d'information de la direction qui sera transmise aux actionnaires relativement à l'assemblée extraordinaire des actionnaires qu'on prévoit tenir à Montréal le 13 juin 2011 afin d'examiner la fusion. Des copies de la circulaire d'information de la direction, de la convention de fusion, de l'entente de fusion, des conventions de soutien et de vote et de certains documents connexes seront déposés auprès des autorités canadiennes en valeurs mobilières et pourront être consultés sur SEDAR à l'adresse www.sedar.com sous le profil d'iWeb. On prévoit que la circulaire d'information de la direction relative à l'assemblée extraordinaire des actionnaires qui se tiendra afin d'examiner la fusion sera postée aux actionnaires d'ici quelques jours.
Large soutien des actionnaires principaux
Les actionnaires qui sont les propriétaires véritables, directement ou indirectement, au total, de 20 826 310 actions ordinaires d'iWeb au 3 mai 2011, soit environ 72,16 % des actions ordinaires d'iWeb, ou qui exercent un contrôle ou une emprise sur un tel nombre de ces actions, ont indiqué leur intention, conformément aux conventions de soutien et de vote, de voter en faveur de la fusion. Ces actionnaires comprennent des membres de la direction d'iWeb ainsi que ses fondateurs, des membres du comité spécial et divers actionnaires publics.
Caractère raisonnable de la convention de fusion
Les membres du comité spécial, en collaboration avec ses conseillers juridiques, ont examiné les modalités et conditions de la convention de fusion et ont conclu qu'elle était équitable et raisonnable compte tenu de la nature de la fusion. Ces modalités et conditions ont été établies après des négociations sans lien de dépendance entre iWeb et l'acquéreur. Le comité spécial a été tenu au fait des négociations en tout temps et était autorisé à fournir ses commentaires aux parties.
À propos d'iWeb
iWeb fournit des services d'hébergement Internet et d'infrastructure de TI auprès de plus de 24 000 clients répartis dans 150 pays. La capacité totale d'iWeb, grâce à ses quatre centres de données, a atteint 34 000 serveurs, plus de 1 100 cabinets de colocation et une capacité Internet de 77 Gbits/s répartis entre 9 fournisseurs.
iWeb, qui, selon le magazine PROFIT, est l'une des 100 sociétés canadiennes affichant la plus forte croissance, tire désormais plus de 60 % de ses revenus, qui ont atteint 29 millions de dollars américains en 2010, de l'étranger. Les actions d'iWeb, qui a été fondée en 1996 à Montréal, sont négociées à la Bourse de croissance TSX sous le symbole « IWB ».
À propos de Novacap
Novacap, qui compte plus de 750 millions de dollars d'actifs sous gestion, est l'une des principales sociétés privées de prêts de titres et de capital de risque au Canada. Depuis 1981, sa stratégie en matière de partenariat a aidé plus de 50 sociétés à accélérer leur croissance et à maximiser leur valeur. Novacap est l'une des principales sociétés de capital-investissement en Amérique du Nord, et elle affiche des rendements compris dans le premier quartile des sociétés nord-américaines.
À propos de la Caisse de dépôt et placement du Québec
La Caisse de dépôt et placement du Québec est une institution financière qui gère des fonds provenant principalement de régimes de retraite et d'assurance publics et privés. Son actif net s'élève à 151,7 milliards de dollars au 31 décembre 2010. Un des plus importants gestionnaires de fonds institutionnels au Canada, la Caisse investit dans les grands marchés financiers et sous forme de placements privés et d'investissements immobiliers.
À propos de Bank Street Capital Partners
Bank Street Capital Partners est un fonds de capital de risque privé qui se concentre sur le capital de croissance, le financement d'acquisitions et les situations spéciales pour les petites et moyennes entreprises en croissance œuvrant dans les domaines des communications, des médias et de la technologie. Bank Street Capital Partners est gérée par une équipe de gestionnaires des investissements expérimentée qui a initié, structuré et complété au total plus de 1 000 opérations financières et stratégiques au cours de leur carrière. Bank Street Capital Partners utilise les ressources du Bank Street Group."
Commentaire
Le titre avait atteint aux environs de 1,75$ avant le krash de 2009. Les investisseurs patients qui ont accumulé le titre depuis quelques années seront largement récompensés. Les investisseurs en capital de risque qui participent à la transaction voient tout le potentiel de la croissance du secteur de l'hébergement Internet. iWeb a été surnommé plutôt dans un commentaire sur ce blogue de "Wal-Mart" de l'hébergement Internet.
http://infocomanalysis.blogspot.com/2009/01/le-groupe-iweb-le-futur-wal-mart-de.html
Enfin, iWeb n'aura plus à fournir les conditions requises et exigeantes d'être une société publique en bourse.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Tel que publié aujourd'hui dans un communiqué de l'entreprise :
"Après la signature d'une proposition non contraignante le 4 mars 2011, iWeb Group Inc. (TSXV: IWB) (« iWeb »), fournisseur mondial de services d'hébergement Internet et d'infrastructure de TI, annonce aujourd'hui qu'elle a conclu avec 7807201 Canada inc. (« acquéreur ») et 7807210 Canada inc. (« Newco »), deux sociétés contrôlées directement ou indirectement par Novacap Technologies III, s.e.c., la Caisse de dépôt et placement du Québec et un véhicule d'investissement membre du même groupe que Bank Street Capital Partners, une convention de fusion (la « convention de fusion ») visant à effectuer la fusion d'iWeb avec Newco (la « fusion »).
Dans le cadre de la fusion, chaque porteur (les « actionnaires ») d'actions ordinaires d'iWeb, sauf en ce qui a trait à la totalité ou une partie des actions ordinaires détenues par les actionnaires principaux (tel que ce terme est défini ci-dessous) et par FONDACTION (tel que ce terme est défini ci-dessous), recevra une action privilégiée rachetable (une « action rachetable d'Amalco ») de la société issue de la fusion (« Amalco ») pour chaque action ordinaire détenue immédiatement avant la fusion. Chaque action rachetable d'Amalco sera rachetée à la fusion pour une contrepartie au comptant de 1,50 $ (le « prix de rachat »). Le prix de rachat que les actionnaires recevront dans le cadre de la fusion représente une prime de 45,6 % et 31,5 % respectivement, sur le cours moyen pondéré en fonction du volume des actions ordinaires à la Bourse de croissance TSX (la « Bourse de croissance TSX ») au cours des 60 et 20 jours de bourse terminés le 3 mars 2011, dernier jour de négociation avant l'annonce du processus d'examen de la proposition non contraignante. L'opération, qui prévoit une évaluation des capitaux propres d'iWeb à environ 47 millions de dollars, sera réalisée par voie de fusion en vertu de la Loi canadienne sur les sociétés par actions et est assujettie aux conditions habituelles, dont l'approbation de la fusion par les actionnaires.
iWeb a convenu dans la convention de fusion qu'elle ne solliciterait pas d'autres propositions d'acquisition et elle a conservé la capacité d'étudier des propositions d'acquisition non sollicitées qui, de l'avis du conseil d'administration d'iWeb (le « conseil »), dans l'exercice des obligations qui lui incombent, constituent, ou sont raisonnablement susceptibles d'entraîner, une proposition supérieure et qu'elle modifierait sa recommandation advenant une proposition supérieure, sous réserve du droit de l'acquéreur d'égaler l'offre et du paiement de frais de résiliation de 3 millions de dollars. Les frais que l'acquéreur engagera relativement à la fusion (qui ne devront pas dépasser 700 000 $) seront pris en charge par iWeb si, entre autres, elle n'obtient pas des actionnaires le nombre de votes requis (tel qu'il est expliqué plus en détail ci-dessous).
MM. Éric Chouinard, Martin Leclair et Robert Brouillette (les « actionnaires principaux »), qui sont propriétaires, au total, de 18 321 349 actions ordinaires, soit environ 63,48 % des actions ordinaires d'iWeb en circulation, ont convenu, aux termes de conventions de soutien et de vote intervenues avec l'acquéreur, d'appuyer irrévocablement la fusion et de voter en sa faveur.
Conformément à leurs conventions de soutien et de vote, les actionnaires principaux ne peuvent accepter ni envisager aucune autre opération jusqu'au 120e jour suivant la date de la convention de fusion, conformément à ses modalités.
D'autres actionnaires publics détenant au total 2 311 161 actions ordinaires, soit environ 8,01 % des actions ordinaires en circulation, ont également convenu, conformément à des conventions de soutien et de vote intervenues avec l'acquéreur, d'appuyer irrévocablement la fusion et de voter en sa faveur. Conformément à leurs conventions de soutien et de vote, ces actionnaires ne peuvent accepter ni envisager aucune autre opération jusqu'au 120e jour suivant la date de la convention de fusion, conformément à ses modalités.
Enfin, MM. Martin Cauchon et Daniel Leclair, qui sont membres du comité spécial du conseil (le « comité spécial ») et qui détiennent au total 133 000 actions ordinaires d'iWeb, ont convenu, conformément à des conventions de soutien et de vote intervenues avec l'acquéreur, d'appuyer la fusion de voter en sa faveur. Conformément à leurs conventions de soutien et de vote, ces actionnaires ne peuvent accepter ni envisager d'autres opérations à moins que la convention de fusion soit résiliée ou que le conseil approuve, recommande ou déclare publiquement qu'il a l'intention d'approuver ou de recommander une autre proposition d'acquisition.
Dans le cadre des opérations envisagées dans la convention de fusion, les actionnaires principaux et FONDACTION, le Fonds de développement de la Confédération des syndicats nationaux pour la coopération et l'emploi (« « FONDACTION »), échangeront, au moment de la fusion, en totalité ou en partie selon le cas, leurs actions ordinaires d'iWeb contre des actions de l'acquéreur.
Pour tirer leurs conclusions respectives, le conseil et le comité spécial ont notamment examiné un avis sur le caractère équitable réalisé par ModelCom Inc. (« ModelCom ») qui concluait que, en date du 3 mai 2011 et sous réserve des restrictions, des hypothèses et des précisions qui y figuraient, le prix de rachat était équitable, d'un point de vue financier, pour les actionnaires publics. Une copie de l'avis sur le caractère équitable sera incluse dans la circulaire d'information de la direction qui sera transmise aux actionnaires relativement à l'assemblée extraordinaire des actionnaires qu'on prévoit tenir à Montréal le 13 juin 2011 afin d'examiner la fusion. Des copies de la circulaire d'information de la direction, de la convention de fusion, de l'entente de fusion, des conventions de soutien et de vote et de certains documents connexes seront déposés auprès des autorités canadiennes en valeurs mobilières et pourront être consultés sur SEDAR à l'adresse www.sedar.com sous le profil d'iWeb. On prévoit que la circulaire d'information de la direction relative à l'assemblée extraordinaire des actionnaires qui se tiendra afin d'examiner la fusion sera postée aux actionnaires d'ici quelques jours.
Large soutien des actionnaires principaux
Les actionnaires qui sont les propriétaires véritables, directement ou indirectement, au total, de 20 826 310 actions ordinaires d'iWeb au 3 mai 2011, soit environ 72,16 % des actions ordinaires d'iWeb, ou qui exercent un contrôle ou une emprise sur un tel nombre de ces actions, ont indiqué leur intention, conformément aux conventions de soutien et de vote, de voter en faveur de la fusion. Ces actionnaires comprennent des membres de la direction d'iWeb ainsi que ses fondateurs, des membres du comité spécial et divers actionnaires publics.
Caractère raisonnable de la convention de fusion
Les membres du comité spécial, en collaboration avec ses conseillers juridiques, ont examiné les modalités et conditions de la convention de fusion et ont conclu qu'elle était équitable et raisonnable compte tenu de la nature de la fusion. Ces modalités et conditions ont été établies après des négociations sans lien de dépendance entre iWeb et l'acquéreur. Le comité spécial a été tenu au fait des négociations en tout temps et était autorisé à fournir ses commentaires aux parties.
À propos d'iWeb
iWeb fournit des services d'hébergement Internet et d'infrastructure de TI auprès de plus de 24 000 clients répartis dans 150 pays. La capacité totale d'iWeb, grâce à ses quatre centres de données, a atteint 34 000 serveurs, plus de 1 100 cabinets de colocation et une capacité Internet de 77 Gbits/s répartis entre 9 fournisseurs.
iWeb, qui, selon le magazine PROFIT, est l'une des 100 sociétés canadiennes affichant la plus forte croissance, tire désormais plus de 60 % de ses revenus, qui ont atteint 29 millions de dollars américains en 2010, de l'étranger. Les actions d'iWeb, qui a été fondée en 1996 à Montréal, sont négociées à la Bourse de croissance TSX sous le symbole « IWB ».
À propos de Novacap
Novacap, qui compte plus de 750 millions de dollars d'actifs sous gestion, est l'une des principales sociétés privées de prêts de titres et de capital de risque au Canada. Depuis 1981, sa stratégie en matière de partenariat a aidé plus de 50 sociétés à accélérer leur croissance et à maximiser leur valeur. Novacap est l'une des principales sociétés de capital-investissement en Amérique du Nord, et elle affiche des rendements compris dans le premier quartile des sociétés nord-américaines.
À propos de la Caisse de dépôt et placement du Québec
La Caisse de dépôt et placement du Québec est une institution financière qui gère des fonds provenant principalement de régimes de retraite et d'assurance publics et privés. Son actif net s'élève à 151,7 milliards de dollars au 31 décembre 2010. Un des plus importants gestionnaires de fonds institutionnels au Canada, la Caisse investit dans les grands marchés financiers et sous forme de placements privés et d'investissements immobiliers.
À propos de Bank Street Capital Partners
Bank Street Capital Partners est un fonds de capital de risque privé qui se concentre sur le capital de croissance, le financement d'acquisitions et les situations spéciales pour les petites et moyennes entreprises en croissance œuvrant dans les domaines des communications, des médias et de la technologie. Bank Street Capital Partners est gérée par une équipe de gestionnaires des investissements expérimentée qui a initié, structuré et complété au total plus de 1 000 opérations financières et stratégiques au cours de leur carrière. Bank Street Capital Partners utilise les ressources du Bank Street Group."
Commentaire
Le titre avait atteint aux environs de 1,75$ avant le krash de 2009. Les investisseurs patients qui ont accumulé le titre depuis quelques années seront largement récompensés. Les investisseurs en capital de risque qui participent à la transaction voient tout le potentiel de la croissance du secteur de l'hébergement Internet. iWeb a été surnommé plutôt dans un commentaire sur ce blogue de "Wal-Mart" de l'hébergement Internet.
http://infocomanalysis.blogspot.com/2009/01/le-groupe-iweb-le-futur-wal-mart-de.html
Enfin, iWeb n'aura plus à fournir les conditions requises et exigeantes d'être une société publique en bourse.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
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