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Crowdfunding - It's Not Going To Work But It Shows Us Where Work Is Necessary

Posted by MalcolmEvans on Sunday 5th of June 2011 | 0 Comment(s)

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Crowdfunding is not going to work but it points to new ways forward in the structure of enterprise funding.

Crowdfunding is suddenly getting much picked-up by the media and uncritically being heralded, particularly by writers of a leftist/non-business leaning, as a democratisation of corporate finance and a disintermediation of the loathed vulture capitalists.

It is also being re-tweeted and blogged about ad nauseum.

Crowdfunding is the practice of marrying smaller to mid-scale private placements to the communications reach of the web and allied social media.

Be very clear that whatever the claims, crowdfunding is simply wider dispersal private placement using modern communications platforms.

Here are the problems:

1. Lack of evaluative capacity: sectoral specific business angels and specialist VCs might not hand out their money easily (and many might say that’s an understatement) but, by and large, the better ones know what they are looking at to some extent and can reach at least a somewhat informed opinion.

2. Lack of funding capacity: high net worth investors, angel groups and VCs can put large sums into enterprises. It is unlikely that groups of generalist, smaller investors can reach sizeable sums. One could think of crowdfunding as mini-IPOs (initial public offerings).

Conventional IPOs are usually anchored by heavy hitting investment banks and, to various degrees, open to as vast a pool of other investors as is felt necessary to put an offering away. Even with the much smaller scale of a crowdfunding candidate, it is highly unlikely that major sums can be reached. Even if some money is raised, there is a significant risk of underfunding.

3. Lack of Quality of Money: let me give you an example; Makeurmove is a fast growing company in which I am personally an investor and a non-exec (it allows landlords to advertise rental property free). We are just completing our third investment round from a small spread of value-adding initial investors, all from our broad personal circles. Because we all understand what is going on, we have been able to make significantly bigger personal commitments than might otherwise have been the case. The company’s equity is still tightly held and, subject to all the normal commercial trials and tribulations of an earlier stage company, we have maintained a big element of control and choice over our funding options. If and when we raise further cash it will probably be from strategic trade investors, massively leveraging extra value from any further dilution. It is vital to understand that Quality of Money (a corporate finance evaluative theory of Funding Enterprise) is at least as important as the raw quantity of money alone.

- Those are the reasons why Crowdfunding as it is has now emerged will struggle to achieve anything useful. However, it points the way towards the ongoing marketplace issues in these areas:

1.Banking provision: the banks have retrenched from quasi-venture funding and will not be re-entering that market any time soon.
2.VC preference for investments which are in reality second or third stage, leaving an underprovision at seed and earlier stage.
3.The elitist provision of earliest stage funding: without Friends & Family inputs, plus the cultural and professional networks to access first and second stage external investments, many projects will struggle.
4.Choice: it is particularly a regional issue whereby only one or two funders may be options for earlier stage projects. This is unlikely to be healthy.
5.A latent desire by many people to take a punt on enterprise investment. There are far fewer with the necessary spare cash at the moment but their numbers is still significant.
I believe that crowdfunding is not going to produce robust and effective solutions to these issues – and others – within enterprise funding. Other mechanisms will need to be found – and they may emerge as a basket of complementary measures on several fronts, including micro-capitalisation, state-backed lending/venture provision, smoother and expanded tax-driven investment vehicles and broader environmental enablers, such as a much higher degree of vocational and enterprise-focused education.

Enterprise is an exciting area. It is the thrill of innovation and creative action overlayered with the heady prospect of vast riches. Legions of pundits, punters and self-styled experts already mill around its peripheries. Unfortunately, the crowdfunders, as presently constituted, are just cluttering up the picture a little bit more, even as they point to the underlying problems.

The requirement, though, is absolutely clear: serious capital and serious enterprise need to interact in better and more productive ways.

- Author Malcolm Evans is a founder of

Adaptavist announce 7 free plugins! @WeLovePlugins !

Posted by Guy Fraser on Wednesday 25th of May 2011 | 0 Comment(s)

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Adaptavist have developed over 150 plugins during the past few years and now the drive is on to make them publicly available.

The plugins in this latest batch, all of which are FREE, are:

  • WTFilter - a profanity filter for Atlassian's Confluence wiki
  • Pomodoro Timer - a digital "egg timer" for the popular Pomodoro time management system - this plugin is available for both Confluence and JIRA, Atlassian's enterprise issue tracker
  • Stylicious and Selectacular - an innovative approach to customising site design and content in Atlassian's Confluence wiki
  • JIRA Instant Search - provides instant search results when entering search queries (including JQL) in Atlassian's enterprise issue tracker, JIRA.
  • Active Objects StOrage for Speakeasy plugins - Active objects allow plugins to store data in a more useful and scalable manner within Atlassian products so we wrote this plugin to expose the API to Speakeasy plugin modules.
  • UPM Install All - a reference Speakeasy plugin showing how to extend Atlassian's Universal Plugin Manager (UPM) to add an "install all" button.
  • AUI Enhancements - a set of AUI (Atlassian User Interface) enhancements to enable greater flexibility from within Speakeasy plugins.

All of these plugins, along with the Confluence Dashboards plugin have been entered in to Atlassian's Codegeist 2011 contest so you can get your hands on them today and try them out. If you like them, please vote or leave a comment. :)

Adaptavist have also confirmed that two major new commercial plugins will be launched in June during Atlassian Summit 2011 in San Francisco.

For the latest updates on Adaptavist's plugins, follow @WeLovePlugins on Twitter.

The Inspire Conference - Fuelling the next wave of Innovation & Trends!

Posted by adilmd on Monday 23rd of May 2011 | 0 Comment(s)

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Innovation, Trends and Thought Leadership are the backbone of every industry, be it the Web, Mobile, Creative or Social Entrepreneurship. Over two days in June 2011, we are bringing together some of the most brilliant minds in Technology, Creativity and Entrepreneurship from across the world to the heart of Europe's exploding tech and creative scene in London to create The Inspire Conference.

Speakers include:

  • Peter Vesterbacka / Mighty Eagle - Angry Birds
  • Alex Breuer / Design Editor - The Times
  • Ann Cotton / Founder - Camfed
  • Aza Raskin / Ex Head of UX - Mozilla Labs
  • Conrad Wolfram / CEO - Wolfram Research
  • Erik Hersman / Co-Founder - Ushahidi
  • Michael Birch / Founder - Bebo, Profounders
  • Parag Khanna / Best Selling Author - Second World
  • Rajesh Sawhney / President - Reliance BIG Entertainment
  • Rory Sutherland / Vice Chairman - Ogilvy
  • Stephan Shakespeare / CEO & Co-Founder - YouGov
  • Tom Chatfield / Author, Game Theorist
  • Tariq Krim / Founder, Jolicloud, Netvibes
  • Victor Henning / CEO & Founder, Mendeley
  • Nick Halstead / CEO & Founder, TweetMeme and MediaSift
  • Shakil Khan / Special Projects, Spotify
  • Martin Varsavsky / CEO & Founder, FON

Held at Senate House, University of London on 7-8 June, the Inspire Conference will provide you with the opportunity to:

  • Hear from the best speakers in the world - many of whom have presented at TED, World Economic Forum, Le Web and other high-profile events
  • Meet the leading thinkers and innovators from UK’s tech, web and creative companies so attendees leave with a wider network of influential contacts
  • Learn about the latest trends and innovation, from disruptive technologies to the most creative ways of solving the world’s pressing problems
  • Find out how visionary entrepreneurs and thinkers are harnessing and driving these trends to change the world we live in – how can you do the same?
  • Get a competitive advantage by learning from established global businesses, visionary thought leaders and the hottest startups

Members of Techcelerate get a very special discount of 15% if they use the code "Inspire-Techcelerate"

Money, Money, Everywhere But Where's There Some For Me?

Posted by MalcolmEvans on Friday 20th of May 2011 | 1 Comment(s)

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People are so prone to latching-on to what's happening in the States and regurgitating it wholesale on Linkedin and Twitter and various blogs as if things over there are directly mirrored onto the UK Tech scene.

The U.S. is very, very rich. It has a vast internal market and, when it comes to Tech, dictates a lot of the world markets. This is true in both the bad times and the good times - and the U.S's bad times (for the corporate world at least, whatever of its huge underclass of permanently poor citizens) are a lot shorter and shallower than they are for a lot of us elsewhere.

An overhang of investment capital is currently sitting over a frothy leading edge of social media evolution and over the accelerating convergence of communications and entertainment. Prices are being driven up and start-ups are finding it easier to obtain capital.

And I keep hearing these stories day after day as if this is the reality in Manchester's Northern Quarter, or down in MMU's Innospace incubator, or for all Manoj's mates.

It isn't. It's time to get real. There is a series of major business finance events rolling there way across the NW at the moment. Merseyside's was last week, Manchester's and Lancashire's are in a couple of weeks.

Behind the stories of banks needing to lend more and talk of various new funding iniatives, we need to step back a little and take stock of what is actually happening in the UK in a structural funding context, before we become totally beguiled by the stories re-tweeting in from the U.S.

The Liverpool Chamber-hosted seminar of the British Bankers Association was both very real and also slightly surreal.

It was very real in that a succession of very senior banking figures spoke frankly and reflectively about where things had gone wrong in the past and about their determination that they would not do so again.

It was slightly surreal in that there was a gigantic elephant in the room – but I am not sure that enough people, particularly those in government, even properly realise its presence and its size in the context of the current banking debate.

Let’s begin by being clear about what happened a few years ago now. Property in the UK was horribly overgeared. The UK Public Sector was ludicrously overgeared. Large UK companies were overgreared. The SME sector was moderately overgeared.

To some extent the banks, which one must remember exist as providers of lower-risk debt, had drifted into quasi-venture funding to SMEs. Pressures for relentless growth within newly aggressively expansionist banking giants led to more relaxed flows of money into SMEs.

The process was fuelled by a feelgood factor of general growth and the relentless enterprise rhetoric of the age.

Then the U.S. bottom-end housing market tanked, Wall Street’s vendors of explosive rip-off instruments (sorry, “derivatives”) wobbled, the shock waves smashed into Europe and the sudden shutdown of wholesale credit markets brought the whole vortex of upwardly spiralling debt shuddering to a standstill.

It is worth revisiting these facts as they are already becoming distorted as they apply to growth capital for younger and smaller enterprises.

The banks were not brought to their knees by failing small and mid-sized businesses, although they suffered losses from having too much money, of too high a risk profile, out into this sector. Global credit restrictions and dangerously thin balance sheets were the immediate causes of banks’ plights. Consumer credit, property purchase credit and major corporate over-gearing were much bigger factors than anything in the SME markets.

However, the banks had become looser in their lending to smaller businesses. They had drifted from very clearly definable debt into a fuzzier world of betting on growth stories. It was a market they didn’t really plan to be in and it is certainly one which they don’t plan on re-entering anytime soon.

But, whilst this rebalancing of SME lending practice has reduced funding availability within the sector, it is also not a situation that is going to reverse anytime soon.

And this is the giant elephant – there is vastly insufficient creative thought being given to about from where funding to match the clarion calls for enterprise and growth will come.

We are becoming trapped in a sterile cycle of government exhortations to lend more to SMEs and of the banks, still very mindful of their recent reconstructions and ongoing rehabilitation, wishing to be seen to be compliant. But they are also very much not wishing to lurch back into places they should never really have been.

Hence we got last week’s scenario. There was genuine humility about past failings. Personally this does not really interest me that much – I believe that bank bashing has always been vastly overdone: there were far too many players bought into the endless growth discourse for there to be much merit in seeking a single scapegoat.

Then we were told of the recent attempts at reform. There is a long list of initiatives around transparency, customer experience and access to development and trade funding. Such things are welcome but to my mind they smack somewhat of a sideshow to the main event.

How do we seed enterprise and fund development that falls below the (high) threshold of acceptable commercial risk? That banks can make big profits does not vex me – they are businesses. On top of that they require good margins to cover even moderate risk, and that is without accommodation of the high capital reserves requirement.

Governments which demand both banking prudence and banking largesse towards riskier enterprises are being either disingenuous, or simply uninformed (or possibly both).

Another piece of muddle in the political equation is that of free trade, aka. non-interventionism, aka. light-touch regulation. Small state commitment always seem to be more honoured in the manifesto commitments than in reality by Conservatives in power (and I am a card carrying Tory).

All governments are massive meddlers in trade. From the simple extraction (and endless fiddling with) profit, employment and trade taxation, through endless regulations on activities, environment and employment, governments seem obsessed with commercial intervention. There is nothing “free” about trade at all, so any claims relating to the sancrosanctity of non-intervention are a non-starter.

Then there is the natural desire to stimulate wealth creation, employment and sustainability. The present government may have done away with Regional Development Agencies but there is a whole slew of replacement activity around Local Enterprise Partnerships (don’t get me started!).

Despite the much-heralded culling of armies of business advisors (sic), there still seems to be an awful lot of them out there……..gatekeeping, signposting, synergising and god knows what else they purport to get up to in the name of enterprise stimulation.

And now we have the re-launch of enterprise zones, proven to be one of the costliest ways to stimulate net new jobs known to humankind.

Oh yes, the state will spend a great deal of money on packing people into shiny offices in the name of enterprise support and on pumping cash into shiny new offices in the name of enterprise stimulation.

But, beyond the people packing and the shed building, what about actually heading upstream to the wellspring of great enterprise – bright ideas and capital combining to generate growth and the creation of more capital?

How is it that successive governments will do just about anything – and at huge cost – to try to stimulate enterprise growth but will fight shy of the most direct measure of all, the allocation of capital? (Let’s just park the issue of EU competition issues around business supports for a moment – we could always just take the French option, which is that if they don’t like any particular directive, they just ignore it!).

What if we took the wage bill of all those “business advisors” still met by the public purse and added on the cost of the enterprise zones and distributed that sum by competitive application to smaller companies in, say, packages of £2,000 to £10,000? A start-up might avail of a new website, a larger company of a prize pool for staff performance. Everything could be receipted and checked but not in a way that the scheme became so hidebound in rules to render it next to inaccessible and impractical (as is the wont of many state initiatives).

This is just a single, simple and seat-of-the-pants example. What we need is a detailed debate about the core business of stimulating business.

Why don’t we put capital more directly to work? Some readers may point to various new regional investment funds, the Regional Growth Fund and other more recently announced development funds.

This is to miss the point. The RDAs passed the big European business investment funds over to the private sector – they never did much themselves if they could possibly pass the actual work on to private delivery.

This has immediately neutered the potential impact of this money: there is an automatic tendency where state investment funds are administered by private fund managers for the fees to be high and for the elongation of the fund to become a primary goal. This pushes the risk profile back up towards a banking threshold.

As for the RGF, experience to date indicates that it is becoming a capital budget replacement for local authority/establishment pet local projects in a time of reduced support. This is fine: but don’t pretend that it is somehow an enterprise-breathing gust of fresh air, blowing away the dust of decay with radical innovation.

What is not fine are the LEPs themselves. They have merely concretised the existing state and semi-state relationships within their given areas. They relied on an utterly false notion of there being a cohesive and pre-constituted “Business Community” ready to mobilise and somehow capable of taking over the existing town hall structures around which LEPs have formed.

From RDA to LEP; the journey from big budget glass palaces and shed building to small budget civic worthiness…….

As for the newer business growth funds being established with bank backing, this is a broadly welcome development. But the money will be available on much the same basis as existing VC – and there is no great shortage of lowish risk business development capital in this country.

It is the access to pure risk capital where we continue to fail. Our R&D system is appalling - there is far too little and it is far too difficult to access.

And it is the enablement of whole, radical business cultures that we fail - our provision of everything to broadband, to very cheap workspace, right through to advisors who actually have advice worth giving is also appalling.

We fail to nurture our young, from which everything good must start, and we fail to provide a nurturing environment, on which anything good must rely to become great.

The problem is that we seem incapable of crossing the assumed Rubicon to a pump priming mentality. Please don’t anyone roll out an ROI argument against this – the countless millions on advice and shed building and the all the rest achieves next to nothing.

Without this somewhat looser, more creative approach, the likes of Manchester's much-vaunted digital community is never going to see any meaningful investment. Whilst only a handful of its members may have propositions which can be leveraged by traditional venture funding, the broader value of its ecosystem cannot be assisted by the current investment mentalities. These are grounds on which the likes of Shaun Fensom continue to fight a somewhat lonely battle - I fail to see who is listening with sufficiently open minds.

And this is where BRIC economies will continue to catapult ahead - state investment which carries a broader economic uplift, rather than relying on the markes, which can only identify and invest within narrow individual entities.

The only category of UK enterprise which can support the low risk profile of commercially acceptable lending/investment are enterprises which are already proving themselves capable of meeting commercially acceptable lending/investment criteria. Exceptions include the rare projects of such remarkable potential that specialist investors will take a punt.

It’s time to stop looking to the banks. It’s not their job. We need to look into our ideological hearts and start thinking about whether we dare to entrust aspirant capitalists and promising capitalists with capital via more direct mechanisms.

It’s time to stop messing about with indirect initiatives and to silence the rhetoric of enterprise platitudes from those who wouldn’t recognise a viable enterprise even if it came and knocked them out of their comfy public sector torpor.

It’s time to recognise that the UK will sink lower and lower down the economic league unless we get real about stimulating fresh enterprise and nurturing such that we have.

It’s time, actually, to start thinking the really unthinkable: it’s time to start thinking like capitalists.

So, please stop filling up my digital spaces with tales from across the Atlantic. But do join me in figuring out how our own starving regional economy can start acquiring some of the growth sustenance it really needs.

- Malcolm Evans is passionate about ideas, business growth and creative investment strategies. His personal site carries more commentary on Manchester corporate finance and broader economic development.

Microsoft & Skype: Stepping Stone Technologies & The Hunt for Lasting Value

Posted by MalcolmEvans on Monday 16th of May 2011 | 0 Comment(s)

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Much of the business press over the weekend was asking whether Microsoft has struck a good deal with its mega-expensive takeover of Skype.

It is a useful moment to take a broader view of the difficulties of creating value (both as a company and as an external investor) within the froth around emergent new platforms.

Many of the Twitterati and the Fackbookists and Linkedinners talk as if the current, very early incarnation of Social Media is a fully developed end point and that these first generation tools of which they make fantastical claims are finished, final and permanent parts.

There is huge flux but also a couple of certain trends: the expansion of web-based communications and services ever deeper into all aspects of our social and commercial lives; convergence across information, entertainment and communication.

Now, Skype does speak (literally!) to both of those core trends, so it is indeed potentially a major linking route.

However, there is not a lot about Skype that is deeply proprietary and the price paid seems astronomical. On a more general note, it is still uncertain that any of these stepping stone technologies towards a much grander and over-arching linkage will establish any long-term value generation.

At the fast moving forefront of any great technological revolution, it is very difficult to evaluate what is forming a relatively stable bigger picture (when evolution takes over from revolution for a while) and what are just transitory brush strokes in a much richer-textured build-up.

The purchase of Skype smacks of Microsoft, which still enjoys amazingly profitable revenue streams from its core operating system and software businesses, continuing to struggle to enter, never mind define, the emergent picture of the new web world.

If it were possible, perhaps Microsoft would be better exercised in the leverage of its vast cash reserves by seeking to take us directly to how things are likely to look in, say, ten years from now. That, however, will take the rediscovery of the speculative and messianic fervour which first made Microsoft great, which is quite a long time ago now.

In an outpost like Manchester, it is vital that producers figure out whether they are creating some measure of value for the here and now, or whether they are devoting their efforts speculatively towards the very uncertain steps of far away giants.

The problem with stepping stones is that they frequently get washed away, by-passed with new bridges or crossings, or simply left in useless side channels as rivers change direction.

- Malcolm Evans is a commentator on Manchester corporate finance and on broader issues of economic development

Seedcamp New York coming up - Applications close May 24

Posted by Alasdair on Thursday 12th of May 2011 | 0 Comment(s)

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Dear Seedcampers,

On June 14, Seedcamp will be hosting our first ever State side Mini Seedcamp in New York. If you're interested in joining us, applications are open until the 24th May.

Are you building a supercool new web service that makes life easier? Are downloads for your mobile app going through the roof? Are developers chasing you to use your cool new tools? That's a pretty good sign you should apply to Seedcamp New York to meet us - to connect, get feedback, and attract investment!

See some of the great mentors already signed up at

We look forward to hearing from you at

See you in New York,

Philipp and The Seedcamp Team

Adaptavist announce Confluence Dashboards plugin

Posted by Guy Fraser on Tuesday 10th of May 2011 | 0 Comment(s)

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About the Confluence Dashboards Plugin

The Confluence Dashboards Plugin allows you to put all your key information on a single personalised, customisable homepage. Whether it be RSS feeds, Wiki pages, macros, external web pages or OpenSocial Gadgets, they can all be added to your page. You can then arrange the page however you want, and all changes will be remembered, ready for when you next view it.

Here's a summary of the key features of the plugin:

Save time and effort finding and keeping up to date with the content you're interested in...

  • Aggregate all of your Wiki info on a single personalised page
  • Customise the content and layout of the page, and it will be remembered.
  • Add RSS feeds, embed Wiki pages, Macros, OpenSocial Gadgets and Widgets all within boxes on your page
  • Store reminders, notes, task lists and show charts, photo galleries, page-trees and widgets like weather maps and activity lists

Customise your page however you want...

  • Drag 'n drop to re-arrange the boxes, minimise, refresh, edit and close them
  • Edit feeds by re-naming them, choose to open links in a new window, alter the number of items displayed or just show article titles
  • Save time by previewing your changes before saving

The pages load quickly and are under your control...

  • The contents of boxes can be automatically cached for quick loading
  • Always see the latest content with transparent background caching of content
  • Customise the look and feel of the boxes with css or one of the built-in themes
  • Set some boxes as un-movable, disable the ability to close or minimise them
  • Create a table of contents - let users choose from a library of pre-defined feeds, widgets and gadgets

The plugin is scheduled for public release in June, but you can get your hands on a free beta release for a limited time (only 1 week left!) and vote for it in Atlassian's Codegeist competition. (don't forget to vote!)

Techcelerate Recommended Reading for May curated by @joelgascoigne

Posted by joelg on Friday 6th of May 2011 | 0 Comment(s)

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I'm Joel and I'm a startup founder and developer. I'm happy that Manoj has given me the opportunity to share the startup reading I come across in May on Techcelerate. It should all be interesting for anyone involved with or interested in early stage tech businesses. I'll update the post every few days.


The thinking behind Mint’s original marketing plan with Noah Kagan: Noah Kagan created the original marketing plan for Mint in 2007. Two years later, Mint was acquired by Intuit for $170M. In this interview with Paul on The Startup Foundry, Noah not only shares what he did to get Mint off the ground in the early days, but also why.

Bootstrap Marketing: Marketing on a budget. Ideas that don't suck: Some absolutely fantastic tips from the successful Spencer Fry, co-founder of Carbonmade. With many nicely separated techniques in this article, it is definitely one to bookmark and keep going back to.

Seven marketing mistakes most startups make: Here are several things to avoid when you start your marketing for your startup. The mistakes include "Hiring a PR firm too early", "Taking strategy or tactical cues from competitors" and "Letting interns drive the social media plan" amongst others. A great read.


How Startups Should Deal With Cliff Vesting For Employees: If you don't know what employee or founder vesting or a "cliff" is, then definitely take a read of this article on Business Insider. Vesting is a crucial thing to do and is often overlooked, and that still applies if you're not getting funding.

The Co-Founder Mythology: Mark Suster, a 2x entrepreneur who has gone to the Dark Side of VC, has a few somewhat controversial views on co-founder relationships. Don't just believe the conventional "50/50" co-founder method is the best one. Here's a great post with a 4 minute video to persuade you to question the conventional wisdom and consider other options.


TC Cribs: The Sights And Smells Of LikeALittle’s Ridiculous Hacker House: The culture of hot new startup LikeALittle shown in this video is much like how you see Facebook's early hacker house depicted in The Social Network. Whilst we might not all want to take "lean" as far as these guys do, there are certainly a few things we can learn from them in terms of high productivity and low burn rate.

Tony Hsieh of Zappos @ PerfectBusiness Summit - Customer Loyalty and Positive Business Cultures: Who better to tell us about the importance of company culture and the impact it can have on all aspects of your business than Tony Hsieh of Zappos? Do yourself a favour and watch this 40 minute interview instead of regular TV. Some key insights such as how Zappos spend funds which might normally go to marketing on improving the experience for their customers.

Investment Ready Masterclass: Final Reminder

Posted by MalcolmEvans on Tuesday 26th of April 2011 | 0 Comment(s)

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There's enough people booked for an informative and lively Investment Ready Masterclass this Thursday evening, April 28, but we can take 4 or 5 more from this final call and reminder.

Details and booking: Investment Ready Masterclass.

Phone: Malcolm Evans 07939 033225

Northern Tech Index

Posted by superuser on Wednesday 13th of April 2011 | 0 Comment(s)

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Give us a shout if you are not included: