In a recent Thomson Reuters report, it appears that 52% of the world patents comes from just 3 infocom (ICT) industries: Computers & peripherals (30%), telecommunications (13%) and semiconductors (12%).
The report offers a breakdown of the best innovators in term of patent applications by industry and by region.
Source: http://img.en25.com/Web/ThomsonReutersScience/StateofInnovation2011.pdf
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.
Showing posts with label information technologies. Show all posts
Showing posts with label information technologies. Show all posts
Wednesday, March 14, 2012
Monday, February 20, 2012
A map of new emerging technologies
here is a map of emerging technologies according to Michell Zappa of http://envisioningtech.com/
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Wednesday, February 15, 2012
The ITC venture capital sector in Canada for 2011
The ITC sector (information technologies and communications industries) attracted most of the funds in venture capital in Canada for 2011. In total 1.51 billions of dollars were invested in 2011 versus 1.13 billions in 2010 (34% increase). The best performance was in 2007 ($2.1MM). VC firms have partnered with 444 companies vs 357 in 2010. The average size of investments was $3.4M vs $3.17M in 2010.
Investments in the ITC sector was $692M in 2011 vs $491M in 2010 (41% increase). 162 ITC firms got VC funding mainly in the Internet ($236M) and software ($201M) sector.
The Canadian VC Assocation (CVCA) attributes the increase in funding by the growth of entrepreneurship in Canada, the role of tech incubators and accelerators and good incentives for research and developement.
Source: http://www.directioninformatique.com/DI/client/fr/DirectionInformatique/Nouvelles.asp?id=66104&cid=79
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Investments in the ITC sector was $692M in 2011 vs $491M in 2010 (41% increase). 162 ITC firms got VC funding mainly in the Internet ($236M) and software ($201M) sector.
The Canadian VC Assocation (CVCA) attributes the increase in funding by the growth of entrepreneurship in Canada, the role of tech incubators and accelerators and good incentives for research and developement.
Source: http://www.directioninformatique.com/DI/client/fr/DirectionInformatique/Nouvelles.asp?id=66104&cid=79
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Thursday, January 19, 2012
The art of tech start-up pivoting
There is a interesting article in the NY Times on the art of tech start-up pivoting.
“In the legal and entertainment industry, you can only fail so many times,” Professor Hosanagar said. “But the culture of Silicon Valley is one where failure is embraced.”
A VC adds it is easier when you are a small start-up to pivot and change the business model, since few will notice. For Ben Horowitz, one of the founders of the venture capital firm Andreessen Horowitz. “The art of the pivot is to do it fast and early. The older and bigger the business, the harder it is to change directions.”
Sometimes a pivot is necessary when the pace of Internet evolution has made a start-up’s original plan obsolete. “The Web we were building for a few years ago is almost no longer relevant,” said Michael LaValle, the co-founder of Gojee, a recipe recommendations app. “The Internet changes so fast.”
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalyis
“In the legal and entertainment industry, you can only fail so many times,” Professor Hosanagar said. “But the culture of Silicon Valley is one where failure is embraced.”
A VC adds it is easier when you are a small start-up to pivot and change the business model, since few will notice. For Ben Horowitz, one of the founders of the venture capital firm Andreessen Horowitz. “The art of the pivot is to do it fast and early. The older and bigger the business, the harder it is to change directions.”
Sometimes a pivot is necessary when the pace of Internet evolution has made a start-up’s original plan obsolete. “The Web we were building for a few years ago is almost no longer relevant,” said Michael LaValle, the co-founder of Gojee, a recipe recommendations app. “The Internet changes so fast.”
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalyis
Saturday, January 07, 2012
10 quotes from Andy Grove, former CEO of Intel
In 1997, CEO magazine chose Andy Grove as its "CEO of the Year," and Time magazine made him "Man of the Year." He built Intel into the 7th largest corporation in the world. He is now an adviser to Intel and a strategy lecturer at Stanford University. He was also one of the mentors of Steve Jobs.
Here are 10 quotes from Andy Grove:
"When TV first came, people tried to look at it as a radio with pictures. We're at the stage now where the Internet is TV with poor connections."
"A fundamental rule in technology says that whatever can be done will be done."
"Success breeds complacency. Complacency breeds failure. Only the paranoid survive."
"Just as you would not permit a fellow employee to steal a piece of office equipment, you shouldn't let anyone walk away with the time of his fellow managers."
"Stressing output is the key to improving productivity, while looking to increase activity can result in just the opposite."
"You have to pretend you're 100 percent sure. You have to take action; you can't hesitate or hedge your bets. Anything less will condemn your efforts to failure."
"Technology happens, it's not good, it's not bad. Is steel good or bad?"
"People can't memorize computer industry acronyms"
"Your career is your business, and you are its CEO"
In 2000, Grove encouraged America to be "vigilant as a nation to have tolerance for difference, a tolerance for new people." He pointed out that immigration and immigrants are what made America what it is.
Source: Wikipedia
I read his 1996 book "Only the paranoid survive". For me, it is one of the best strategy book in information and communications industries.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Here are 10 quotes from Andy Grove:
"When TV first came, people tried to look at it as a radio with pictures. We're at the stage now where the Internet is TV with poor connections."
"A fundamental rule in technology says that whatever can be done will be done."
"Success breeds complacency. Complacency breeds failure. Only the paranoid survive."
"Just as you would not permit a fellow employee to steal a piece of office equipment, you shouldn't let anyone walk away with the time of his fellow managers."
"Stressing output is the key to improving productivity, while looking to increase activity can result in just the opposite."
"You have to pretend you're 100 percent sure. You have to take action; you can't hesitate or hedge your bets. Anything less will condemn your efforts to failure."
"Technology happens, it's not good, it's not bad. Is steel good or bad?"
"People can't memorize computer industry acronyms"
"Your career is your business, and you are its CEO"
In 2000, Grove encouraged America to be "vigilant as a nation to have tolerance for difference, a tolerance for new people." He pointed out that immigration and immigrants are what made America what it is.
Source: Wikipedia
I read his 1996 book "Only the paranoid survive". For me, it is one of the best strategy book in information and communications industries.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Friday, January 06, 2012
For IBM's former Innovation VP: "The future of innovation is collaboration!.
According to Nicholas M. Donofrio,former VP of Innovation at IBM, collaboration is becoming very important in innovation management. He is Senior Fellow, Ewing Marion Kauffman Foundation and Retired Executive Vice President of Innovation and Technology, IBM.
"Technology, by itself, is no longer the necessary and sufficient condition for success. Some companies had to learn this the hard way. IBM, where I worked for forty-four years, had to undergo a near-death experience to understand that times—and needs and wants—had changed.
Finding What Matters
Today, the innovation that matters is not the latest result of Moore’s Law, or doubling RAM, or tripling pixels. Those things still matter, but they matter much, much less. And, as innovations, they are old hat—merely the continued refinement and improvement of yesterday’s breakthroughs. The innovation that matters now—the innovation that we’re all waiting for,
even if we don’t know it—is the one that unlocks the hidden value that exists at the intersection of deep knowledge of a problem and intimate knowledge of a market, combined with your knowledge, your technology, and your capability … whoever you are, whatever you can do, whatever you bring to the table. This may seem mysterious. Let me explain it this way. The microchip was an innovation—a fundamental, technological innovation. Chips keep getting better
by the year. Is every new one an innovation? Perhaps, of a limited sort, but not in a fundamental way like the first one.
The personal computer was an innovation, not in some technical league; rather, it was the transformational application of existing technology to a new market for new uses. Operating
systems like the one that ran the early Macintoshes, and later Microsoft Windows, were innovations—ones that fundamentally changed not just existing technology but existing products and markets, by revolutionizing the user experience. There already have been several decades of this type of innovation—and some very successful recent examples. Think of the iPhone. Steve Jobs didn’t invent the phone or the cell phone or the handheld computer. But he put them all together into one attractive, easy-to-use, engaging package. Whether a die-hard techie
admits it or not, that’s innovation!
Yet, too many people still think of innovation solely in terms of a wholly new product or technological breakthrough. This is limiting, and it is false. Innovations can arise from fresh thinking in any number of areas: from product to service to process to business model. Michael Dell built a Fortune 500 company by changing the way computers are built and sold—but not changing anything about the device itself.
All of these things unlocked hidden value. It turned out that a more user-friendly interface than typing in the clumsy, unattractive DOS prompt drew people into computing and changed the way business is done and lives are lived. Thank Bill Gates. It turned out that people really wanted a multi-functional mobile phone with great design and were willing to pay for it. The design genius is what Steve Jobs brought to the table. It turned out that people wanted to buy computers directly, choosing for themselves the features they did, and did not, want.
Michael Dell proved that. These innovations not only created billions in wealth and probably millions of jobs—they increased our productivity, saved us time, connected us to new people
and products, and enriched our lives. Before they existed, we didn’t know we needed them and we certainly didn’t want them. Now we can’t live without them.
Limitless Opportunities for Innovation
The good news for innovators and potential innovators is that, given the incredible complexity and diversity of the world today, opportunities for innovation abound. As confused as you think the world is, it’s great for innovators. There are so many problems—some known and some yet to come to light—that opportunities for innovation will never run out. But we have to take a new approach: Start from the problem, not the solution. That is, we no longer can say to ourselves, “The end product is 5 GHz” (or whatever). Rather, we must ask ourselves, “What needs to change?” and then—and only then—start thinking about how to change it. The question of what specific invention or product or innovation to pursue comes after that.
The kind of people who best will be able to seize these opportunities are those I call “T-shaped” as opposed to “I-shaped.” I-shaped people have great credentials, great educations, and deep knowledge—deep but narrow. The geniuses who win Nobel prizes are “I-shaped,” as are most of the best engineers and scientists. But the revolutionaries who have driven most recent innovation and who will drive nearly all of it in the future are “T-shaped.” That is, they have their specialties— areas of deep expertise—but on top of that they boast a solid breadth, an
umbrella if you will, of wide-ranging knowledge and interests. It is the ability to work in an interdisciplinary fashion and to see how different ideas, sectors, people, and markets connect. But even the most brilliant “T” will find it difficult, and perhaps impossible, to innovate entirely on his or her own.
Inevitable Trends
I believe that two inexorable trends follow from this fact. First, nearly all future innovation will be collaborative. Whether it emerges from huge corporations or the smallest businesses, from century-old institutions or the latest startups, innovation will be the product of collaborative, global, and multi-disciplined processes.
My second point, one that will be especially hard for IT people to accept, given their reverence for the sanctity of intellectual property. We inevitably are going to move toward more open standards. There is no other way. Tight-knit circles, secrecy, and firewalls keep out the knowledge that will be needed to devise solutions and make them work.,, The old model of IP protection doesn’t fit the future. And that in itself is a problem to be solved requiring—innovation.
To thrive in this new world, the “I’s” are going to have to transform themselves
into “T’s.” And we’re all going to have to work together more so than we ever
have done before."
Source: Kauffman.org
Conclusion
Innovation managers must be good generalists. Business model innovation can create huge value, not just product or service innovation. Adapters of innovation can create a lot of value when they rely on a good mix of buying and buidling innovation internally and externally, and through collaboration. Microsoft did not invent the operating system, it bought a start-up. Google did not invent the Android, it bought a start-up. Apple did not invent the smartphone or tablet, but the firm created internally a whole wireless ecosystem where customers and partners can extract a lot of value. Similarly to IBM in the beginning of the 1990's, Apple was few months away from bankruptcy in 1997. Both firms are now among the highest capitalizations in the world.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
"Technology, by itself, is no longer the necessary and sufficient condition for success. Some companies had to learn this the hard way. IBM, where I worked for forty-four years, had to undergo a near-death experience to understand that times—and needs and wants—had changed.
Finding What Matters
Today, the innovation that matters is not the latest result of Moore’s Law, or doubling RAM, or tripling pixels. Those things still matter, but they matter much, much less. And, as innovations, they are old hat—merely the continued refinement and improvement of yesterday’s breakthroughs. The innovation that matters now—the innovation that we’re all waiting for,
even if we don’t know it—is the one that unlocks the hidden value that exists at the intersection of deep knowledge of a problem and intimate knowledge of a market, combined with your knowledge, your technology, and your capability … whoever you are, whatever you can do, whatever you bring to the table. This may seem mysterious. Let me explain it this way. The microchip was an innovation—a fundamental, technological innovation. Chips keep getting better
by the year. Is every new one an innovation? Perhaps, of a limited sort, but not in a fundamental way like the first one.
The personal computer was an innovation, not in some technical league; rather, it was the transformational application of existing technology to a new market for new uses. Operating
systems like the one that ran the early Macintoshes, and later Microsoft Windows, were innovations—ones that fundamentally changed not just existing technology but existing products and markets, by revolutionizing the user experience. There already have been several decades of this type of innovation—and some very successful recent examples. Think of the iPhone. Steve Jobs didn’t invent the phone or the cell phone or the handheld computer. But he put them all together into one attractive, easy-to-use, engaging package. Whether a die-hard techie
admits it or not, that’s innovation!
Yet, too many people still think of innovation solely in terms of a wholly new product or technological breakthrough. This is limiting, and it is false. Innovations can arise from fresh thinking in any number of areas: from product to service to process to business model. Michael Dell built a Fortune 500 company by changing the way computers are built and sold—but not changing anything about the device itself.
All of these things unlocked hidden value. It turned out that a more user-friendly interface than typing in the clumsy, unattractive DOS prompt drew people into computing and changed the way business is done and lives are lived. Thank Bill Gates. It turned out that people really wanted a multi-functional mobile phone with great design and were willing to pay for it. The design genius is what Steve Jobs brought to the table. It turned out that people wanted to buy computers directly, choosing for themselves the features they did, and did not, want.
Michael Dell proved that. These innovations not only created billions in wealth and probably millions of jobs—they increased our productivity, saved us time, connected us to new people
and products, and enriched our lives. Before they existed, we didn’t know we needed them and we certainly didn’t want them. Now we can’t live without them.
Limitless Opportunities for Innovation
The good news for innovators and potential innovators is that, given the incredible complexity and diversity of the world today, opportunities for innovation abound. As confused as you think the world is, it’s great for innovators. There are so many problems—some known and some yet to come to light—that opportunities for innovation will never run out. But we have to take a new approach: Start from the problem, not the solution. That is, we no longer can say to ourselves, “The end product is 5 GHz” (or whatever). Rather, we must ask ourselves, “What needs to change?” and then—and only then—start thinking about how to change it. The question of what specific invention or product or innovation to pursue comes after that.
The kind of people who best will be able to seize these opportunities are those I call “T-shaped” as opposed to “I-shaped.” I-shaped people have great credentials, great educations, and deep knowledge—deep but narrow. The geniuses who win Nobel prizes are “I-shaped,” as are most of the best engineers and scientists. But the revolutionaries who have driven most recent innovation and who will drive nearly all of it in the future are “T-shaped.” That is, they have their specialties— areas of deep expertise—but on top of that they boast a solid breadth, an
umbrella if you will, of wide-ranging knowledge and interests. It is the ability to work in an interdisciplinary fashion and to see how different ideas, sectors, people, and markets connect. But even the most brilliant “T” will find it difficult, and perhaps impossible, to innovate entirely on his or her own.
Inevitable Trends
I believe that two inexorable trends follow from this fact. First, nearly all future innovation will be collaborative. Whether it emerges from huge corporations or the smallest businesses, from century-old institutions or the latest startups, innovation will be the product of collaborative, global, and multi-disciplined processes.
My second point, one that will be especially hard for IT people to accept, given their reverence for the sanctity of intellectual property. We inevitably are going to move toward more open standards. There is no other way. Tight-knit circles, secrecy, and firewalls keep out the knowledge that will be needed to devise solutions and make them work.,, The old model of IP protection doesn’t fit the future. And that in itself is a problem to be solved requiring—innovation.
To thrive in this new world, the “I’s” are going to have to transform themselves
into “T’s.” And we’re all going to have to work together more so than we ever
have done before."
Source: Kauffman.org
Conclusion
Innovation managers must be good generalists. Business model innovation can create huge value, not just product or service innovation. Adapters of innovation can create a lot of value when they rely on a good mix of buying and buidling innovation internally and externally, and through collaboration. Microsoft did not invent the operating system, it bought a start-up. Google did not invent the Android, it bought a start-up. Apple did not invent the smartphone or tablet, but the firm created internally a whole wireless ecosystem where customers and partners can extract a lot of value. Similarly to IBM in the beginning of the 1990's, Apple was few months away from bankruptcy in 1997. Both firms are now among the highest capitalizations in the world.
Louis Rhéaume
Infocom Intelligence
louis@infocomintelligence.com
Twitter: @InfocomAnalysis
Thursday, December 29, 2011
New article on Seeking Alpha: Top 10 tech stories in Canada fior 2011
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
http://seekingalpha.com/article/316475-top-10-canadian-technology-stories-for-2011
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
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
Wednesday, December 07, 2011
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
Tuesday, November 15, 2011
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
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
Monday, November 07, 2011
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
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
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
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