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September 29, 2008

Q&A with Russell Fine, CEO, Opposing Views

Opposing Views logoOpposing Views is a web site that helps users look at issues from multiple sides and points of view.  The site features experts that go head-to-head on real-life concerns and debate around news and events.  Opposing Views introduces the questions, the experts present their cases, and users are able to evaluate the arguments to help them formulate informed positions.

StartUp Beat: What is your primary value proposition for users?

Russell Fine: Opposing Views makes it easy to become well informed on important topics by presenting “all sides of the truth.”  We bring credible parties representing all sides of an issue together to present their case.  Viewpoints are presented in a simple format.  After the debate begins, experts respond to their opponent’s challenges and consumers can weigh in.

Our experts are top notch and their content is very high quality.  We moderate all content, so our users engage in intelligent, witty and thought-provoking discussions on a wide variety of topics.

StartUp Beat: When was the company founded, and how did the idea come about?

Russell Fine: We formally founded Opposing Views in 2007.  However I had been working on the concept of a site that would give consumers expert information and all sides of issues that keep them up at night years before.

The idea came to me one day when I was searching for information on a social topic—the death penalty. I saw a story on a news program that caused me to reconsider one of the reasons for my position on the issue, and I went to the Internet to do a little research.  What I found was a large volume of published content, some well argued and some emotional, from a variety of sources, many of which I could identify and trust.  The job of assessing the bias and credibility of the authors and the content was left up to me—the reader.

After spending quite a bit of time sifting information, I ultimately changed my mind on the issue.  More importantly, I realized that the process of learning enough about any topic to make a well reasoned decision was time consuming and difficult. I decided that if I could put credible sources into one “location” to vet the arguments out for me, the process would be much easier.  Opposing Views was born.

StartUp Beat: Who do you see as your competition?

Russell Fine: Our format—experts engaging each other—doesn’t really have any direct competitors.  However, sites that offer reference or background material on consumer issues or topics, such as Wikipedia or About.com, offer a portion of our value proposition.  But these sites only give one point of view.  We give both sides.  At the same time, we also allow community participation.

As we move from more of the “front page” topics, such as politics, social issues and religion, into consumer living topics such as health, parenting and personal finance, I think you could also look at a site like WebMD.  There again, however, you are only getting one perspective on the topic.

StartUp Beat: Can you describe the underlying technology behind your site, and how it works for users?

Russell Fine: The underlying platform for Opposing Views was built in-house.  I have a strong technology background and drew upon my experience leading the development of complex information sites for Youbet.com, a real-time online horse racing site, along with my most recent experience as chairman of Accuscore.com, an online sports service that lets fans analyze and predict game outcomes.  Our platform is a blend of the features you would see in a CMS (content management system), blog sites and discussion sites.  Where we differentiate is that we have the ability to assign a variety of “badges” to users and organizations that enable them to be presented as “experts” or have different roles in different sections.  This allows us to easily highlight the National Rifle Association in the Gun Control section, Lifeway Christian Resources in Religion, and so forth.  It will support our goals to grow into a large information site with thousands of topics.

From the user’s perspective this appears as a seamless blend of information, some of which is clearly identifiable as being published by well-known experts and some coming from the community.  Our outline format makes it simple to scan and navigate large amounts of information on complex topics, and allows them to jump in and get involved wherever they like.

StartUp Beat: What is the business model for Opposing Views?  How do you make or plan to make money?

Russell Fine: We have a viable business model.  We are a publisher on issues that keep people up at night.  We bring experts together from both or many sides of an issue for our audience to get a full view and be armed with knowledge.  Our experts are from trusted organizations.  They write the content for Opposing Views representing their arguments and evidence for or against a question, such as “Do vaccines cause autism.”  That content is free, extremely valuable, and is being syndicated out in formats that are Opposing Views branded—sometimes with an advertiser sponsorship attached—to well-known aggregators.

Advertisers can target the most likely user of their product or service even down to where they fall on a particular issue—that is creating a strong CPM.

Our widgets are unique, proving value to aggregators and we are monetizing them.  That’s just the tip of the iceberg.

We foresee a multiple revenue stream business model, consisting of advertising, content syndication fees and platform licensing.  And the best part of our business model is that all of our content is supplied free by the experts.  Plus we link to our partners, increasing traffic.

StartUp Beat: Has Opposing Views raised outside funding to this point?  Are you looking to raise funding in the near future?

Russell Fine: Per our prior announcement, we raised a series A ($1.25 million) which consisted of Gil Elbaz, Frontera Capital, myself and a series of Angels.  We plan to raise another round in the early part of 2009.

StartUp Beat: Will new features be added to the site, in the future?

Russell Fine: In the very near future you will see our community presenting questions to the experts.  We will also broaden our question formats beyond “yes or no”—our current format—and have more options for users to engage in the topic.  We’ve also been surprised by the amount of international traffic we receive, and we will be adding icons next to user’s comments to identify their country of origin, as it is clear that our community has a desire to discuss topics that have differences across borders.

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Russell Fine has been an entrepreneur, investor and senior executive at technology and media companies for the past 20 years.  Fine is currently chairman of the board at Accuscore, which provides sports forecasting content to such Internet giants as Yahoo, ESPN and CBS Sportsline.  In 1995, Fine co-founded Youbet.com, which recently generated its billionth dollar in transactions.  During his tenure, Youbet raised more than $100 million dollars, deployed the world’s first online wagering system and forged partnerships with New York Racing Association, Station Casinos, Churchill Downs, Inc. and Hollywood Park.  He has also acted as a strategic advisor to a variety of companies, including General Motors and Ascent Media, a division of Liberty Media Group.

Opposing Views - www.opposingviews.com

September 26, 2008

Featured Pitch: OurStage

Our Stage logo 

Web Site: www.ourstage.com
Headquarters: Chelmsford, Massachusetts
Year Founded: 2007
Founder: Ben Campbell
Investor: Signature Capital
Employees: 36

By Ben Campbell, Founder and CEO

Ben Campbell, OurStageOurStage is a brand new way for the world to discover the best new music—and for the industry to discover the best new artists.  Our goal is to solve the single greatest challenge facing the music industry in the new world order—separating out the truly great artists from the millions of people marketing their music online today.  At its simplest level, OurStage uses the work and the wisdom of the broader Internet community to rank from best to worst (not rate as in one to five stars) the music of thousands of emerging artists each month.  We use this information to produce rankings or charts to allow consumers to easily find and stream the very best new music—and to allow industry players (venues, sponsors, music labels, etc.) to identify who the best new artists are, and subsequently give them job opportunities.

The ranking process is done in our unique judging engine, which leverages an extraordinary series of proprietary anti-gaming technologies, preventing overzealous individuals from unfairly inflating the ranking of any given artist.  We are totally artist-agnostic.  In other words, we are not focused solely on “independent” artists.  We are focused on new artists and new music.  Artists on OurStage may be free of any association with any label, may be signed to a small independent label, or even signed to a major label.  We are about discovering the best new music, regardless of the source, as opposed to discovering the historical music catalogue of the major record labels, which is what most other “music discovery” sites do.

OurStage has enjoyed dramatic growth and general market acceptance since our launch less than two years ago.  We currently have more than 50,000 member artists, 250,000 registered users and two million unique monthly visitors.  In addition, several artists have achieved career-altering success as a result of exposure on OurStage.  Artists have garnered record label and publishing contracts, booking agent deals, mentoring sessions with major artists, profiles in national publications, and performance opportunities to tour and open for major acts and participate at major music festivals.

In early 2008, we began a very successful partnership with the world’s largest music site, AOL Music, to share some of our content with their community.  We’ve recently partnered with the world’s largest concert promoter, Live Nation, to offer opening slots at major performances to top-ranked OurStage artists through our talent and gig finder service, Marketplace.

OurStage screen shotWe completed our $13 million series A funding through Signature Capital earlier this year.  Company revenue is primarily generated using various models including selling and distributing ads, revenue-share with artists that monetize content, custom (sponsored) competitions and premium subscriptions for select features within Marketplace (coming soon).

Looking ahead, OurStage is broadly focused on two main areas:

1) Building out existing features (i.e. Marketplace) to ensure they are the most valuable, effective, easy-to-use industry resources for both artists and industry players.

2) Developing the most innovative set of fan-centric features to ensure that OurStage continues to attract millions of fans each month and provides the very best new music, artists and information on all things related to music discovery.

OurStage is independently owned by a small, passionate group of employees and private investors (that are not associated with the music industry).

You can find out more about OurStage by checking out our “About Us” video here: http://www.ourstage.com/about/us

September 24, 2008

Boulder Goes to Silicon Valley

A group of startups from college town Boulder, Colorado, presented to investors at an event in Mountain View this week.  The group of twelve companies are a part of TechStars, a Boulder-based incubator.  Check them out (from VentureBeat)—there are some interesting ideas here, and it's always good to see unheralded areas like Boulder get some well deserved attention from the bigwigs in Silicon Valley.  At TechStars, twelve teams show that Boulder, CO, can produce some fantastic tech

An Unusual Approach to VC Investment

Interesting profile of Fred Wilson of Union Square Ventures and the potential benefits of smaller-scale investments in start-ups (from the NY Times).  A New Kind of Venture Capitalist Makes Small Bets on Young Firms

September 23, 2008

Q&A with Alvin Hung, Founder and CEO, GoAnimate

GoAnimate logoGoAnimate offers an online animation creation tool that launched in July.  The company’s mission is to enable anyone to create animations.  GoAnimate, which has 20 employees and offices in the Bay Area, New York and Hong Kong, has secured $1.4 million in Angel funding, and is currently seeking series A financing.

StartUp Beat: What is your primary value proposition for users?

Alvin Hung: In the past, only big professional studios could create cool animations.  Now, with GoAnimate, everyone can create and share animations easily.  It’s completely free and you can even add popular TV cartoon characters to your animated stories or eCards.

StartUp Beat: When was the company founded, and how did the idea come about?

Alvin Hung: The company was founded early in 2007.  I wanted to make an animation for my wife and I discovered how hard it is to create animations.  Basically, for most people, it’s impossible.  So, I decided to start GoAnimate to satisfy that demand.

StartUp Beat: Who do you see as your competition?

Alvin Hung: Packaged animation software like Flash lets people create animations but they are very difficult to use.  Hallmark.com and other eCard companies have animated eCard but they are very limited.  There are some motion graphics like animation tools online as well.  GoAnimate is unique because we provide a simple interface for creating rich animations with popular TV cartoon characters.

StartUp Beat: Can you describe the underlying technology behind the site, and how the site works for users?

Alvin Hung: We provide a virtual studio complete with characters, backgrounds, props, speech bubbles, sound tracks and special effects.  The user takes the role of a movie director and simply utilizes a drag and drop interface to command these animated items to perform for him.

Our virtual studio application is built with Flash and our server side is running LAMP.

StartUp Beat: How many people have used the service to this point?

Alvin Hung: Over 100,000 animations have been created.  We registered over 30,000 users just one month after we launched.

StartUp Beat: What is your revenue model?  How do you make money?

Alvin Hung: Our revenue model is made up of four distinct revenue streams: advertising on the site—traditional banner ads throughout whose placement can be customized to appear upon creation of specifically themed animations; product placement through specific branding—it’s not just a beer in the animation, it’s a Heineken!; nominal fees for premium licensed characters—e.g., specific evil doers or love interests that add dimension to storylines; putting the GoAnimate technology behind other sites—complete “walled gardens” within brand owner sites that are created and hosted by GoAnimate.

StartUp Beat: There seems to be a social aspect to the site.  Is this utilized by your users?  Is the site set up like a You Tube or similar social video sites?

Alvin Hung: Yes, our users are heavily using our social features to interact with each other and to build up their own fan base.  Our social features are a mix of traditional social networking and video sharing sites.  We let users leave messages on profiles, comment on animations, subscribe or become fans of each other.  Soon, they will support news feeds so that users can keep track of what’s hot much easier.

StartUp Beat: Do you serve businesses or enterprises at all, or is this strictly a consumer service?

Alvin Hung: Our Application Service Provider offering is catered towards businesses.

StartUp Beat: Do you currently have business/enterprise customers?  If so, how many?

Alvin Hung: GoAnimate as a private company does not disclose these figures, in addition we are under confidentiality with our customers brand plans.  We intend to launch 5-to-50 white label “powered by GoAnimate” programs in 2009.

StartUp Beat: Who are your backers to this point, specifically?  Are we talking firms or individuals?

Alvin Hung: In the beginning, I used my own money.  Then, I had friends and family assist me by making small investments.  Once I had a prototype done, I was able to raise Angel money.  We are in active discussion with VCs on our series A financing round.  Our Angel investors are successful entrepreneurs and business people from the high tech and toy industries.

StartUp Beat: Has your series A funding already been secured, or are you still seeking investors?

Alvin Hung: We are in active discussion with VCs on our series A financing round. 

GoAnimate’s founder and CEO is Alvin Y. Hung.  In 1997, Alvin joined Oracle Corp. in the U.S.  Promoted four times in less than two years, he became one of the youngest development managers at Oracle.  Alvin returned to Asia in 2000 where he founded two startups, Net Strategy Inc. and Ascent Technology Limited; one of them exited successfully.  Alvin is a graduate of Columbia University in New York City with a bachelor’s degree in Computer Science and Economics.

September 18, 2008

Featured Pitch: TrickleStar

TrickleStar logo 

Web Site: www.tricklestar.com
Headquarters: Hong Kong
Year Founded: 2007
Founders: Bernard Emby and Thomas Joergensen
Investors: Self-funded
Employees: 2 full-time

By Bernard Emby, Co-Founder 

Bernard Emby_TrickleStarTrickleStar has developed a range of energy-saving products with a strong focus on those which help to reduce the amount of standby power consumed by PC and TV accessory devices.  These types of devices are in hundreds of millions of homes worldwide, and standby power is a big problem that can be alleviated with the use of TrickleStar’s products.

Whilst the savings in each home are not enormous, our philosophy is to make our products affordable and accessible to a wide range of people.  To make a contribution to reducing energy consumption and carbon emissions, our philosophy can be best be summed in a quote by Ryunosuke Satoro: “Individually we are one drop. Together we are an ocean.”

We want to get lots of people using our products and collectively making a big impact in reducing the amount of wasted standby power globally.TrickleStar products work by switching off TV and PC appliances when they are not in use, so that they do not consume any standby power.  The savings are typically around $50 per device per year, depending on the number and type of appliance.  By keeping the product cost affordable, our goal is to have everyone who has a PC or TV with accessories purchase one or more of our devices.

About Standby Power

A recent Gartner report notes that the ICT industry accounts for approximately two percent of global carbon dioxide emissions, which is equivalent to the emissions of the aviation industry.

*Standby power is now a significant issue, given the number of products that use standby power.

*Measurements in many countries have estimated that standby power may be as high as 12 percent of residential electricity consumption in some economies.

*Many standby products are designed to draw standby power 24 hours-a-day, seven days-a-week, every month of the year in order that the appliances can act more quickly when the user turns the appliance “on.”

*A report in 2001 by the IEA (International Energy Agency) stated that “we can reduce standby power consumption by about 74 percent using cost-effective technologies and design changes.”

*Standby power, also known as “vampire power,” “phantom load,” “standby current” or “leaking electricity” refers to the electric power that is consumed by electronic appliances and devices whilst they are switched off or in “standby mode.”

*Most standby power that is consumed is considered wasted power as it is not being used to “power” any activity.

*Most PC peripherals consume power in standby mode, such as monitors, speakers, sub-woofers, ADSL modems, routers, scanners, printers, external hard disk drives, power strips, chargers, etc.  

*Other appliances that consume standby power are microwaves, televisions, stereos, video and DVD players, video games, cordless phones, air conditioners, washing machines, and clothes dryers.

*The amount of standby power wasted varies among electronic equipment, but overall, the cost to consumers and businesses for all electricity lost to “vampire power” in the U.S. alone is estimated to be $4 billion annually.

Founders’ Story

TrickleStar is a privately-held company based in Hong Kong and is a partnership between myself and Thomas Joergensen.

I have a history of entrepreneurial ventures and served as a joint venture partner in Asia for 10 years with Clipsal, an Australian manufacturing company specializing in electrical and building automation products.  Clipsal was recently acquired by Schneider Electric and I sold my equity in the business.

Thomas has a background in hardware development and most recently was the director of engineering in Asia for Zensys, the developer of the Z-Wave RF networking technology.

A common desire to work in a flexible manner, as we both have young families, and to do something meaningful and make a contribution to help reduce carbon emissions united us.  We decided to form a business together in late 2007.  We both see reducing carbon emissions and learning to use less energy, in a smarter way, as two of the great challenges of our generation.

Business Model

Our goal to keep our costs low and have our products widely adopted has shaped our vision for the business.  In order to keep the cost of the products as low as possible, we only have two employees—the founders—and we do not have offices.  Instead, we have a community of partners who subcontract as and when required, and we use these partners on a regular basis.  These partners provide a range of services ranging from industrial design, electronics design, tooling, right through to logistics and public relations.

We make extensive of use of technology such as Skype, video conferencing, hosted accounting, email and other collaborative tools.

This strategy has helped us to keep our fixed costs low.  The only drawback being that design and engineering flexibility is sometimes limited.

We expect the business to be profitable in mid 2009.Our current needs are to identify and appoint distribution partners who can work with us to take the products to market in the U.S. and Europe.  The products are suited to retail sale as well as through professional IT equipment resellers, so we are looking to build relationships with retailers and IT distribution specialists. We are looking for assistance in understanding and penetrating the retail consumer electronics space in the U.S.

Based upon sales forecasts received from potential distributors, we expect to start looking at options for raising capital for growth in mid 2009 as growth starts to accelerate.

September 16, 2008

Q&A with Patrick Clements, Co-Founder and CEO, bigWebApps

bigWebApps logoAtlanta-based bigWebApps offers an on-demand help desk and customer support software-as-a-service (SaaS) solution.  Its flagship product, bigWebApps HelpDesk, has been adopted by more than 100,000 users within the SMB and K-12/higher education markets.  The company was founded in 2001 and is currently seeking series A funding.

StartUp Beat: What is your primary value proposition for users?

Patrick Clements: bigWebApps provides an integrated suite of SaaS solutions, including HelpDesk, Asset Management and Warehouse Fulfillment, for support services.  We offer an easy-to-use, low risk, high adoption platform that enables organizations to quickly implement a customer support solution built on a proven Information Technology Infrastructure Library, or ITIL, process.

Organizations that need visibility into their support process and want to improve customer satisfaction can get started on the bigWebApps HelpDesk easily without a large burden on the budget.

StartUp Beat: When was the company founded, and how did the idea come about?

Patrick Clements: bigWebApps was founded in 2001.  Jon Vickers, our CTO, and I originally started a network integration and support company implementing WANs, LANs and data centers to government organizations.  We knew we always wanted to get more into the software side of the business and about that time ASPs were just starting to pop up.  We decided to build our first application—a help desk solution—to help manage our current support contracts.  bigWebApps HelpDesk became our first SaaS solution, and from there, we started to develop additional complimentary solutions to this application—e.g. asset management, fleet maintenance and warehouse fulfillment.

StartUp Beat: Can you describe the underlying technology behind your product, and how it works for users?

Patrick Clements: bigWebApps is a single source code SaaS solution developed using Microsoft tools.  It is a .NET solution, which is managed on a customer framework designed by bigWebApps.  The value that bigWebApps provides for users is that we allow them to go to our web site, self-qualify and immediately get set up on their own custom demo.  We are able to easily decrease set up and implementation time.  By understanding some of the best practices found in ITIL, bigWebApps can help users get instantly set up on a template to manage their customers' support process.

Each organization is different, and they can customize their support process based on their own business rules once they have access to the application.  Once the application is set up and configured, support requests are able to be received through a web portal or via email.  Depending on the work flow and the types of issues generated, the requests are assigned to service level agreements and to service providers to resolve these issues.  End users are notified throughout the process and the supporting organization has complete visibility into their support service.

StartUp Beat: How many customers do you currently have?

Patrick Clements: We have 167 customers located in 42 states and 7 countries.

StartUp Beat: What is your revenue model?

Patrick Clements: Through direct channels, we offer a subscription service, which is based on an annual renewable license to our fully hosted and supported software suite.  Licenses are sold on a per seat basis.  We also offer professional services based on custom development for approved functionality.

Through our partner channel we sell bulk licenses to VARs (value added resellers) for private label offerings of our product.

StartUp Beat: Who do you see as your competition?

Patrick Clements: We say we have two main competitors that we “sell” against.  First, we have traditional competitors who offer a similar software product.  The main competitors in this space are Track-It, Parature and Heat for the SMB market, and then SchoolDude for the education market.

Just like any solutions, we have our differences.  Our strengths are that we are native in the SaaS model and that we adhere to the ITIL framework.

The second type of competition is the home-grown system that is used internally.  This includes a paper-based system, a quick-and-dirty software solution using an access database, Outlook in storing emails, etc.  Often, the creator of these types of solutions can be very protective of their project and not open to spending money on a more proven or efficient solution.

StartUp Beat: Do you plan to expand beyond the SMB and education markets?  If so, what markets are you looking at specifically?

Patrick Clements: We are present in numerous verticals, including Network Integration, IT Consultanting, K12 and Higher Education, Non-Profit, City Municipals, Healthcare, Engineering and Construction, Property Management, Software, and Hospitality Management.

We are concentrating our “beachhead approach” on becoming leaders in the Network Integration and Education markets.  We will service these other verticals as leads are brought in and will determine at a later date if any of these new markets need to be further developed.

StartUp Beat: What kinds of support do you provide to your SaaS customers?  Is this a support-intensive enterprise?

Patrick Clements: We do provide support as it’s included within the subscription agreement.  Our support includes email, phone, and HelpDesk ticketing, of course.  Our office and support hours are 8 a.m. to 8 p.m. EST Monday through Friday.

Support tends to be intensive on the front-end with new customers as they have questions on customization and setup.  We are working more towards self-qualification and support through tools within the application and information presented from the web site.  However, we will always provide some level of human phone support during operating hours.

StartUp Beat: I know that you are looking to raise a series A round of funding—has the company been bootstrapped to this point?

Patrick Clements: bigWebApps has grown organically to date using internal cash flows.  In 2001, we took on a $97,000 friends and family round to help set up our first data and hosting center.

bigWebApps – www.bigwebapps.com

September 11, 2008

So, as most people are likely on tech startup overload, we haven’t posted any featured company content this week.  But rest assured, we’ll be back at it next week.  As TechCrunch50 and DEMO have come to and end, here are some wrap-up items that bring a bit of order to what can only be described as a week of startup chaos.  It’ll be interesting to see how these companies fare over the next year or so after their week in the spotlight.

TechCrunch50 Ends on Controversial Note

The much-hyped TechCrunch50 has come to a conclusion, with a slew of new startups introduced to the world (okay, 52, and maybe just to that limited group of people who closely follow tech startups).  The culmination of the week’s activities was the selection of the TechCrunch50 "winner," a company called Yammer (basically Twitter for enterprises).  But typical of TechCrunch and Michael Arrington, the selection is controversial.  Check out the comments left on the announcement post at TechCrunch: Yammer Takes Top Prize At TechCrunch50.  People seem to be panning the service for lacking innovation and for being, in essence, a Twitter clone for the workplace.  However, it must have something special, as it was chosen by a very qualified group of judges, and as Arrington points out in an earlier post about the service, it has a real business model.  There is certainly something to be said for that. 

Meanwhile, Down the California Coast in San Diego…

DEMOfall wrapped up with its “DEMOgod” picks.  Like TC50, some very cool ideas were presented here.  One in particular is Plastic Logic’s flexible plastic display—simply amazing.  It won the DEMO “People’s Choice” award.  Here’s a wrap-up press release from the DEMO producers that includes the full list of DEMOgods: DEMOfall 08 Concludes as 72 New Products Enter the Market

Here also is an interesting analysis of some of the standout DEMO companies from Dean Takahashi over at VentureBeat: Dean’s picks for the top ten companies of DEMOfall 08

September 09, 2008

TechCrunch50 and DEMO

DEMO logoAs anyone who follows technology startups knows, this is the week that the TechCrunch50 and DEMO shows go head-to-head for the attention of the startup world.  Rather than try to compete with the overwhelming TC50 logoamount of attention devoted to these two events, here are some helpful resources to keep up with what’s happening:

Live streaming of TC50 presentations: TechCrunch50 LiveStream

DEMO Videos

Is Intelius Pushing the Limits of Privacy?

One of the companies that debuted at DEMO this week is Intelius, a Bellevue, Wash., based Intelius logo“people search” company.  It’s worth mentioning because it claims to make some very personal information about individuals available to anyone who pays for a subscription.  While the information is technically public, the company is making the process of compiling information about private individuals much easier, and one wonders, among other things, what privacy precautions are in place to protect people from those who might use this information in malicious ways.  In addition, what kinds of checks are in place to make sure the information is accurate?  What if a potential employer used this for a background check and it included erroneous information?  Here’s VentureBeat’s take: DEMOfall 08: Intelius’s iSearch portends a creepy invasion of privacy

September 04, 2008

DreamIt Introduces Startups

DreamIt Ventures is yet another technology startup incubator, much like Y Combinator and others currently taking up the cause of founders with stars in their eyes.  TechCrunch today featured the slate of startups DreamIt has debuted—check them out.  During the tech bubble in the late’90s/ early ‘00s we saw numerous incubators develop and promote a slew of companies, perhaps the most prominent and successful of which was IdeaLab (which is actually still around and produced some successful firms).  So, are the companies being incubated by these firms viable, or are we seeing the growth of another bubble?

Web Startups Adding a New Twist to Manufacturing

This is an interesting profile at VentureBeat of a company called Ponoko that highlights the creative ways that some startups are using the web to allow people to purchase customized, uniquely designed real-world products.  This really started with t-shirt designs, but now seems to have some real promise for future innovation in various product categories: Ponoko opens new service for custom on-demand crafts

Micro-blogging Expands to Gaming

New micro-blogging service Raptr is part of the natural progression of “micro-blogging” popularized by Twitter.  It fits particularly well with hard-core gamers because of the discovery aspect.  Here’s a good overview from Mashable: Raptr Moves Video Games into the Activity Stream Era

September 02, 2008

Q&A with Chris Osborne, Founder, FeedZa

FeedZa logoBangkok, Thailand-based FeedZa (www.feedza.com) is a brand new public online RSS reader that pulls in snippets of feeds from blogs and web sites approved for quality by human editors.  Users are able to find new content by browsing through snippets of feeds that are in its network, vote on the feeds they find interesting and view the most popular feeds of the day, which are decided by the FeedZa community.

SUB: What is the site’s primary value proposition?

Chris Osborne: FeedZa is a community-driven RSS feed reader.  Users are able to discover new content and new sites and blogs that have RSS enabled using a very easy to use interface.  Users are also able to join in with the community by voting and commenting on individual feeds.

SUB: When was the company founded, and how did the idea come about?

Chris Osborne: We started working on the technology side of FeedZa in May 2008.  FeedZa came about due to wanting to create a really easy to use platform that would allow a community to organize the best content bloggers were writing.

SUB: Who do you see as your competition?

Chris Osborne: Blogged.com, which pulls content in via RSS feeds and then categorizes them which is what we do.  However they don’t have the social voting elements.  Regator.com is another.

SUB: How is FeedZa differentiated from, say, Technorati with its “Authority” feature?

Chris Osborne: There are many ways that FeedZa is different from Technorati.  The most obvious is that we solely concentrate on individual blog posts rather than the whole domain.

SUB: Can you describe the underlying technology behind the site, and how the site works for users?

Chris Osborne: Sure.  When a member of our quality control team comes across a blog with great, unique, interesting content, we add their feed to an appropriate category on FeedZa.  Every 25 minutes our site checks all of the feeds in our network for updates and displays the new content in the most appropriate category.  Users can browse through thousands of recently written entries and vote and/or comment on the feeds they find interesting.

Under each category we have two tabs.  The first is “New Feeds,” which ensures that bloggers writing great content get the exposure they deserve, while the second tab displays the most popular feeds, which are decided on by the FeedZa community.

As for the underlying technology, the site was written in-house with PHP, java script and AJAX.

SUB: What were some of the technical problems you encountered in creating FeedZa, and how did you overcome those?

Chris Osborne: Our lead developer had the technology side of the business wrapped up within a few weeks.  We experienced far more problems with the front end design than the underlying technology.  Our vision from day one was to build a platform that anyone could use, from a non internet-savvy user to someone that operates their own blog and understands what an RSS feed is.

SUB: How many employees do you have currently?

Chris Osborne: We have 5 full time employees at the moment.

SUB: Have you raised any outside funding to this point?

Chris Osborne: The project has been self-funded so far.

SUB: Are you going to be seeking funding, either through angels or VCs in the near future?

Chris Osborne: We have been in touch with a few angel investors and we have come to the conclusion that we would see how the project pans out over the next few months, especially as we’ll be launching many additional features that will really improve both the end user’s experience and also give bloggers more control over their feeds and interactively within the site.

SUB: Finally, what is your revenue model?  How do you plan to make money?

Chris Osborne: We are only in our second week of operation, so we have put the revenue model on the back seat while we put all of our energy into making FeedZa what I strongly believe it will become.  With that said, we of course do have a revenue model in mind; it’s just that we are not building that right now.

Chris Osborne, founder of FeedZa, worked previously at a telephony company in London managing web-based clients.  After 5 years of tweaking and playing around with web sites, he decided to move on and took a year out traveling around Asia.  Chris decided to make Bangkok his permanent residence 3 years ago, and opened up an office to manage his portfolio of web sites (mainly affiliate marketing).  Earlier this year, decided to put the affiliate marketing projects aside so that he could build a web site that would be of real value.


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