Tech Transfer and Research

Total Page:16

File Type:pdf, Size:1020Kb

Tech Transfer and Research © Service des relations industrielles© (SRI) EPFL Equity in start-ups Historical data Hervé Lebret September 2012 List of company equity tables © Service des relations industrielles© (SRI) EPFL Company Slide Slide Slide Company Slide Company Slide Company Slide 3Com 8 Centillium 28 Groupon * 48 Microsoft 68 Skype ** 88 A123 9 Checkpoint 29 Homeaway 49 MIPS 69 Snaketech ** 89 AcelRX 10 Chiron 30 Ilog 50 mysql ** 70 Soitec 90 Actelion 11 Cisco 31 Infovista 51 Netsuite 71 Solazyme 91 Active Network 12 Compaq 32 Intel 52 Numerical Tech 72 Sun Microsystems 92 Adobe 13 CSR 33 Intuitive 53 ONI 73 Swissquote 93 Alibaba 14 Cypress Semicon. 34 Invensense * 54 OpenTable 74 Synopsys 94 Amazon 15 DoubleClick 35 Ironwood 55 Oracle 75 Tandem 95 AMD 16 eBay 36 Isilon 56 Pandora 76 Tesla 96 Amgen 17 Electronic Arts 37 iVillage 57 Paypal 77 Tessera 97 Apache Design * 18 Envivio 38 Juniper Networks 58 Rambus 78 Tivo 98 Apple Computer 19 Equinix 39 Kayak 58 Red Hat 79 Transmode 99 Arm Holding 20 Excite 40 Linkedin 60 Rediff 80 Twitter * 100 Atheros 21 Facebook * 41 Logitech 61 Responsys 81 Virata 101 Baidu 22 Foundry Networks 42 Lotus 62 Riverbed 82 VistaPrint 102 Blue Arc 23 Fusion-io 43 Lycos 63 RPX 83 Wavecom 103 Broadcom 24 Gemplus 44 Magma 64 Salesforce.com 84 Yahoo 104 Broadvision 25 Genentech 45 Marimba 65 Selectica 85 Zillow 105 Business Objects 26 Genzyme 46 Maxlinear 66 Sequans 86 Zipcar 106 Carbonite * 27 Google 47 Mentor Graphics 67 Siebel Software 87 Zynga * 107 List of new company equity tables Company Slide Slide Slide Company Slide Company Slide© Service Company des relations industriellesSlide© (SRI) EPFL MobiTV 109 Enphase Energy 129 Renren 149 Mascoma 169 Fluidigm 110 Instagram 130 Parrot 150 Jive Software 111 Palo Alto Networks 131 Accuray 151 Infoblox 112 Splunk 132 Genomatica 152 Millennial Media 113 Rib-X Pharma 133 Peregrine 153 AVG technologies 114 Merrimack 134 Hansen Medical 154 Audience 115 Cempra 135 Adnexus 155 Guidewire 116 Versatem 136 Infinera 156 ChemoCentryx 117 Horizon Pharma 137 Starent Networks 157 Intelepeer 118 Hyperion 138 Regulus Therap. 158 Tria Beauty 119 Supernus 139 Lifelock 159 Synacor, Inc. 120 Stemline 140 OvaScience 160 Argos Therapeutics 121 Tesaro 141 Nanosys 161 E2open 122 Durata 142 Anacor 162 Yelp 123 INSIDE Secure 143 Qualys 163 NewSummit Bio. 124 Oncomed Pharma. 144 F-secure 164 VIPShop Holding 125 iWall 145 Elevance 165 Demandware 126 Kythera 146 Gevo 166 BrightCove 127 LaShou Group 147 Kior 167 Yandex 128 GlobeImmune 148 Amyris 168 Summary © Service des relations industrielles© (SRI) EPFL Field Start-ups Years to VC Amount Sales Founders' Location Start-ups Years to VC Amount Sales Founders' IPO ($M) ($M) age IPO ($M) ($M) age Biotech 29 8 92 10 43 Boston Area 13 6 97 48 40 Energy/Env. 8 6 196 44 41 California 8 10 69 60 37 HW/Comp./Tel 32 7 74 69 36 China 6 7 124 88 33 Internet 40 6 146 239 33 Czech Rep. 1 20 48 166 28 Medtech 4 8 68 26 41 East Coast 15 8 89 25 39 Other 3 7 207 104 42 Finland 1 11 0 12 23 Semiconductor 27 8 53 71 37 France 12 10 36 115 34 Software 18 8 22 51 31 India 2 4 30 2 46 Total général 161 7 95 97 36 Israel 1 3 0 31 28 Other US States 14 6 211 100 35 Russia 1 14 5 439 33 Silicon Valley 77 6 98 120 36 Period Start-ups Years to VC Amount Sales Founders' Sweden 3 8 34 78 31 IPO ($M) ($M) age Switzerland 3 4 13 151 36 1965 2 3 4 4 37 United Kingdom 4 8 76 60 35 1970 1 3 6 7 32 Total général 161 7 95 97 36 1975 6 6 7 60 29 1980 12 4 22 61 36 1985 5 10 9 171 33 1990 21 9 50 55 33 1995 43 7 72 82 35 2000 45 8 132 144 37 2005 22 5 196 107 42 2010 4 2 72 0 40 Total général 161 7 95 97 36 NB: Period indicates in which 5-year period the company was founded. Summary © Service des relations industrielles© (SRI) EPFL Field Founders Employee Investors IPO Location Founders Employee Investors IPO % % % Shares % % % Shares Biotech 7% 16% 53% 24% Boston Area 11% 19% 51% 22% Energy/Env. 7% 18% 60% 16% California 11% 30% 49% 12% HW/Comp./Tel 10% 31% 46% 15% China 17% 20% 47% 16% Internet 19% 23% 46% 13% Czech Rep. 13% 76% 11% Medtech 6% 22% 51% 21% East Coast 8% 19% 52% 20% Other 10% 23% 56% 15% Finland 45% 34% 22% Semiconductor 14% 27% 43% 17% France 20% 19% 47% 19% Software 25% 27% 38% 15% India 23% 15% 45% 17% Overall 14% 24% 47% 17% Israel 37% 15% 37% 11% Other US States 13% 23% 49% 15% Russia 14% 10% 61% 15% Silicon Valley 14% 27% 45% 15% Period Founders Employee Investors IPO Sweden 25% 22% 54% 25% % % % Shares Switzerland 23% 33% 25% 19% 1965 25% 23% 36% 16% United Kingdom 4% 32% 46% 20% 1970 8% 22% 52% 18% Overall 14% 24% 47% 17% 1975 29% 32% 26% 13% More in appendix 1980 16% 29% 38% 18% 1985 18% 32% 44% 18% 1990 18% 26% 42% 16% 1995 13% 25% 48% 15% 2000 10% 23% 52% 16% 2005 10% 18% 53% 20% 2010 20% 11% 45% 32% Overall 14% 24% 47% 17% NB: Period indicates in which 5-year period the company was founded. Overall data (1/2) Start-up Field Geography Founded IPO Years Found. Emp. Emp. ESOP- ESOP- Dir. Investors IPO Total Nb of Dir % Nb of Found. Found. F1 F2 F3 F4 F5 F6 to IPO shares granted reserved Dir. found.© Service% age des relations industrielles© (SRI) EPFL 3Com HW/Comp./Tel Silicon Valley Jun-79 Mar-84 4.8 14.1% 32.7% 25.1% 5.5% 2.1% 35.9% 17.2% 100% 2 7.1% 32 32 A123 Energy/Env. Boston Area Oct-01 Sep-09 7.9 4.0% 13.3% 2.2% 8.3% 2.8% 55.0% 27.2% 100% 3 1.3% 36 25 37 45 AcelRX Biotech Silicon Valley Jul-05 Feb-11 5.6 4.4% 9.2% 0.7% 8.5% 45.0% 41.4% 100% 2 2.2% 50 53 47 Actelion Biotech Switzerland Dec-97 Apr-00 2.3 17.1% 4.9% 1.5% 3.4% 58.9% 19.1% 100% 5 3.4% 41 38 38 45 44 Active Network Internet California Oct-98 May-11 12.6 0.2% 29.1% 20.7% 8.4% 0.3% 51.1% 19.2% 100% 1 0.3% 2 0.1% 31 31 30 Adobe Software Silicon Valley Dec-82 Aug-86 3.7 14.0% 24.1% 15.9% 5.4% 2.8% 51.4% 10.6% 100% 2 7.0% 42 41 42 Alibaba Internet China Jun-99 Nov-07 8.4 6.8% 4.9% 1.5% 0.8% 2.6% 0.01% 83.8% 4.4% 100% 4 0.001% 4 1.7% 31 35 35 23 29 Amazon Internet Washington Jul-94 May-97 2.9 28.2% 51.4% 20.6% 10.1% 20.7% 10.7% 9.8% 100% 1 28.2% 30 30 AMD HW/Comp./Tel Silicon Valley May-69 Sep-72 3.3 20.2% 24.3% 15.2% 3.7% 5.4% 36.1% 19.4% 100% 8 2.5% 34 35 40 33 28 35 Amgen Biotech California Apr-80 Jun-83 3.2 42 42 37 50 39 Apache Design * Semiconductor Silicon Valley Jan-01 Jun-11 10.5 24.5% 34.8% 14.2% 9.6% 11.0% 0.7% 21.7% 18.3% 100% 2 0.4% 4 6.1% 42 50 37 39 Apple Computer HW/Comp./Tel Silicon Valley Jan-77 Dec-80 3.9 18.4% 59.0% 45.5% 9.0% 4.5% 16.2% 6.4% 100% 2 9.2% 24 21 26 Arm Holding Semiconductor United Kingdom Oct-90 Apr-98 7.5 1.7% 18.7% 8.5% 7.3% 2.9% 55.5% 24.2% 100% 3 0.6% 31 32 31 31 Atheros Semiconductor Silicon Valley May-98 Feb-04 5.8 6.7% 38.3% 21.0% 12.6% 4.7% 41.0% 14.1% 100% 2 3.4% 41 36 45 Baidu Internet China Jan-00 Aug-05 5.6 21.8% 19.4% 12.3% 3.6% 3.5% 47.1% 11.7% 100% 2 10.9% 33 31 35 Blue Arc HW/Comp./Tel United Kingdom 1998 2011 13 19.5% 8.3% 9.7% 1.5% 68.4% 12.0% 100% 3 31 31 Broadcom Semiconductor California Aug-91 Apr-98 6.7 35.1% 43.7% 17.5% 13.6% 12.6% 1.6% 13.3% 6.3% 100% 3 0.5% 2 17.6% 34 31 36 Broadvision Internet Silicon Valley May-93 Jun-96 3.1 26.1% 19.6% 7.9% 4.1% 7.6% 0.8% 39.2% 14.2% 100% 1 0.8% 1 26.1% 35 35 Business Objects Software France Nov-90 Sep-94 3.9 20.8% 18.7% 5.2% 6.5% 7.0% 37.4% 23.1% 100% 2 10.4% 27 27 27 Carbonite * HW/Comp./Tel Boston Area Feb-05 Aug-11 6.5 11.8% 18.3% 5.4% 6.2% 6.7% 0.7% 44.0% 25.1% 100% 1 0.7% 2 5.9% 55 63 47 Centillium Semiconductor Silicon Valley Feb-97 May-00 3.3 22.4% 19.8% 6.5% 9.5% 3.8% 43.3% 14.6% 100% 5 4.5% 37 35 36 39 Checkpoint Software Israel Jul-93 Jun-96 3.0 37.3% 14.6% 1.0% 11.9% 1.7% 37.0% 11.1% 100% 3 12.4% 28 25 31 27 Chiron Biotech Silicon Valley May-81 Aug-83 2.2 24.9% 30.4% 16.2% 0.8% 13.4% 26.8% 17.8% 100% 3 8.3% 45 41 54 40 Cisco HW/Comp./Tel Silicon Valley Jan-84 Feb-90 6.1 21.8% 37.2% 16.3% 16.8% 4.1% 23.3% 17.6% 100% 2 10.9% 29 29 29 Compaq HW/Comp./Tel Texas Feb-82 Dec-83 1.8 8.0% 15.9% 5.1% 5.0% 5.8% 52.8% 23.5% 100% 3 2.7% 36 36 37 36 CSR Semiconductor United Kingdom Apr-99 Mar-04 4.9 7.1% 59.3% 47.6% 11.7% 0.8% 16.1% 16.6% 100% 1 0.8% 3 2.4% 38 40 35 Cypress Semicon.
Recommended publications
  • Social Media
    What is Social media? Social media is defined as "a group of Internet-based applications that build on the ideological and technological foundations of the World Wide Web, and that allow the creation and exchange of user content.“ (Wikipedia 2014) What is Facebook? Facebook is a popular free social networking website that allows registered users to create profiles, upload photos and video, send messages and keep in touch with friends, family and colleagues.(Dean,A.2014) History on facebook Facebook was launched in February 2004. It was founded by Mark Zuckerberg his college roommates and fellow Harvard University student Eduardo Saverin. The website's membership was initially limited by the founders to Harvard students, but was expanded to other colleges in the Boston area. By September 2006, to everyone of age 13 and older to make a group with a valid email address. Reasons for using Facebook It is a medium of finding old friends(schoolmates..etc) It is a medium of advertising any business It is a medium of entertainment Sharing your photos and videos Connecting to love ones What makes Facebook popular? The adding of photos News feed The “Like” button Facebook messenger Relationship status Timeline Some hidden features of Facebook File transfer over FB chat See who is snooping in your account An inbox you didn’t know you have You Facebook romance* Save your post for later What is Twitter? Twitter is a service for friends, family, and coworkers to communicate and stay connected through the exchange of quick, frequent messages. People post Tweets, which may contain photos, videos, links and up to 140 characters of text.
    [Show full text]
  • Cases in Entrepreneurship | Fall 2015 Tr 09:30-10:45Am @ Miller Hall “Ideation Lab” 111
    THIS SYLLABUS IS SUBJECT TO CHANGE AT THE INSTRUCTOR’S DISCRETION MGT B493 | CASES IN ENTREPRENEURSHIP | FALL 2015 TR 09:30-10:45AM @ MILLER HALL “IDEATION LAB” 111 INSTRUCTOR: JON ATKINSON, MBA. E-MAIL: [email protected] TELEPHONE: OFFICE: (504) 864-7938 PERSONAL CELL: (504) 994-0786 (EMERGENCY ONLY) OFFICE HOURS (MILLER 345): BY APPOINTMENT PREREQUISITE COURSES: MGT -B245AND MKT -B280. OVERVIEW This class uses HBS (Harvard Business School) Case Method to explore various topics related to starting, growing, and “exiting” scalable, high growth, businesses. Focus is given to high profile successes and failures across a variety of industries with the goal of unlocking the “secrets” of Silicon Valley and other successful innovation clusters. How is value created and distributed by innovative, forward looking, often cobbled together, new businesses that ultimately have a meaningful impact on the everyday lives of large numbers of people? How and why do such businesses often fail spectacularly? How do aspiring entrepreneurs best equip themselves, build teams and management structures, and design products to compete in this winner take all environment? The case method puts the student in the driver seat, solving real problems, faced by real companies, often with limited information and uncertain outcomes. This trains students to be entrepreneurs or “intrapreneurs” increasing their confidence and making key decisions across a variety of functional areas. The class follows the themes promulgated by the “How to Start a Start-up” lecture series developed by Sam Altman, founder of Y-Combinator (YC), for Stanford University. This series of publicly available lectures features some of Silicon Valley’s best and brightest sharing in-depth lessons about specific topics and challenges they have faced as founders, investors and mentors working with high growth companies.
    [Show full text]
  • (?U Postal Rate and Fee Changes, 2000 ) Docket No. R2000-1 ANSWER
    RECEIVED UNITED STATES OF AMERICA Before The JUL I 9 14 !tH “(?U Postal Rate and Fee Changes, 2000 ) Docket No. R2000-1 ANSWERS OF THE OFFICE OF THE CONSUMER ADVOCATE TO INTERROGATORIES OF UNITED STATES POSTAL SERVICE WITNESS: SHERYDA C. COLLINS (USPSIOGA-T8-24-27) (July 7, 2000) The Office of the Consumer Advocate hereby submits the answers of Sheryda C. Collins to interrogatories of United States Postal Service, dated June 23, 2000. Each interrogatory is stated verbatim and is followed by the response. Respectfully submitted, OFFICE OF THE CONSUMER ADVOCATE ,I I # TED P. GERARDEN ” Director Office of the Consumer Advocate SHELLEY DREIFUSS Attorney 1333 H Street, N.W. Washington, DC. 20268-0001 (202) 789-6859; Fax (202) 789-6819 ANSWERS OF OCA WITNESS SHERYDA C. COLLINS TO INTERROGATORIES USPSIOCA-T8-24-27 USPSIOCA-T8-24 Please refer to your response to USPSIOCA-T8-9, and the web sites you reference in that response. Confirm that the following table provides an accurate summary of fees charged for the purchase of $130 and $700 of money orders from various Internet sources. If you cannot confirm, please provide the necessary corrections. $130 Money Order $700 Money Order Number Total Number Total Name Required Fees Required Fees moneyordernowcom 1 $2.99 2 $ 5.98 BidPay.com 1 $7.93 2 $25.75 sendmoneyordercom Unbounce-able Internet Check Beginner 3 $9.67 14 $48.86 Power User 2 $8.18 7 $38.43 Super User 1 $6.69 3 $32.47 Money Orders Beginner 6 $25.44 28 $118.72 Power User 3 $16.47 14 $76.86 Super User 2 $13.48 10 $67.40 RESPONSE TO USPSIOCA-T8-24.
    [Show full text]
  • Declaration of James Johnson and Exhibits
    Case 1:07-cv-00312-GBD-MHD Document 262 Filed 06/23/15 Page 1 of 51 UNITED STATES DISTRICT COURT SOUTHERN DISTRICT OF NEW YORK ––––––––––––––––––––––––––––––––––––––––––– x : Civil Action No.: 07-CV-00312-GBD : IN RE CELESTICA INC. SEC. LITIG. : (ECF CASE) : : Hon. George B. Daniels : ––––––––––––––––––––––––––––––––––––––––––– x DECLARATION OF JAMES W. JOHNSON IN SUPPORT OF CLASS REPRESENTATIVES’ MOTION FOR FINAL APPROVAL OF PROPOSED CLASS ACTION SETTLEMENT AND PLAN OF ALLOCATION AND CLASS COUNSEL’S MOTION FOR AWARD OF ATTORNEYS’ FEES AND PAYMENT OF LITIGATION EXPENSES Case 1:07-cv-00312-GBD-MHD Document 262 Filed 06/23/15 Page 2 of 51 TABLE OF CONTENTS I. PRELIMINARY STATEMENT: THE SIGNIFICANT RECOVERY ACHIEVED .........................................................................................................................2 II. FACTUAL SUMMARY OF THE CLAIMS ......................................................................4 III. RELEVANT PROCEDURAL HISTORY ..........................................................................6 A. Initial Complaints and Appointment of Lead Plaintiffs ...........................................6 B. The Complaint and Motions to Dismiss ..................................................................7 C. Appeal to the Second Circuit Court of Appeals .......................................................8 D. Extensive Fact Discovery ......................................................................................10 E. Discovery Propounded on Lead Plaintiffs .............................................................14
    [Show full text]
  • Tesla Motors
    AUGUST 2014 TESLA MOTORS: INTELLECTUAL PROPERTY, OPEN INNOVATION, AND THE CARBON CRISIS DR MATTHEW RIMMER AUSTRALIAN RESEARCH COUNCIL FUTURE FELLOW ASSOCIATE PROFESSOR THE AUSTRALIAN NATIONAL UNIVERSITY COLLEGE OF LAW The Australian National University College of Law, Canberra, ACT, 0200 Work Telephone Number: (02) 61254164 E-Mail Address: [email protected] 1 Introduction Tesla Motors is an innovative United States manufacturer of electric vehicles. In its annual report for 2012, the company summarizes its business operations: We design, develop, manufacture and sell high-performance fully electric vehicles and advanced electric vehicle powertrain components. We own our sales and service network and have operationally structured our business in a manner that we believe will enable us to rapidly develop and launch advanced electric vehicles and technologies. We believe our vehicles, electric vehicle engineering expertise, and operational structure differentiates us from incumbent automobile manufacturers. We are the first company to commercially produce a federally-compliant electric vehicle, the Tesla Roadster, which achieves a market-leading range on a single charge combined with attractive design, driving performance and zero tailpipe emissions. As of December 31, 2012, we had delivered approximately 2,450 Tesla Roadsters to customers in over 30 countries. While we have concluded the production run of the Tesla Roadster, its proprietary electric vehicle powertrain system is the foundation of our business. We modified this system
    [Show full text]
  • Tech in Africa
    # TIA:EAST Tech In Africa February 2016 Unlocking Business Potential in Frontier Markets From Uber to M-KOPA, Index Ventures to Savannah Fund, what is it about East Africa’s burgeoning tech sector that has companies and investors big and small excited about the region? About this report This report was compiled from speaking to leading sector experts and innovators active on the ground in East Africa. It is a qualitative analysis designed to highlight their insights and perspectives on the trends and challenges that will drive East Africa’s tech sector over the coming years. Who we spoke to I-DEV’s Africa Team spent time with over 30 of the leading actors and innovators from across East Africa’s tech scene– including VCs, global tech companies, entrepreneurs, angels, strategists, incubators and pundits– to paint a real and raw picture of the rapidly emerging technology space in the region. What we learned What we found was an ecosystem at the tipping point, brimming with activity and opportunity, and giving rise to what could be Africa’s most dynamic innovation hub. While it may be slightly behind Nigeria in maturity, the East African tech scene, led by Kenya, is catching up fast. It is about learning on-the-go, developing locally-driven strategies to address challenges, and rapidly piecing together the core building blocks needed to scale. Special Thanks To: I-DEV’s team interviewed over 30 of the leading thinkers, innovators and investors across East Africa’s tech sector, including: Elizabeth Rossiello Kamau Gachigi Nikhil Patel Mbugua
    [Show full text]
  • Problems Faced by Automobile Industries: Case Study on Tesla
    Problems Faced by Automobile Industries: Case Study on Tesla Shelly Bhardwaj1, Rudresh Pandey2, Shobha Sharma3, Shivani Sejal4, Ganesh Iyer5, Shivam Sharma6, Ranjith P.V7, Swati Kulkarni8 ABES Engineering College1,2,3,6 Campus -1, 19th KM Stone, NH 24, Ghaziabad, Uttar Pradesh 201009, India CMS Business School4,7 No.17, Seshadri Rd, Gandhi Nagar, Bengaluru, Karnataka 560009, India SIES College of Management Studies5,8 Sri Chandrasekarendra Saraswati Vidyapuram, Plot 1-E, Sector 5, Nerul, Navi Mumbai, Maharashtra 400706, India Correspondence Email: [email protected] ABSTRACT The study is being done on the problems faced by Automobile Industries while launching Electric Cars. The problems are common for all the automobile industries which had launched the EV, are launching or will launch them. But here the research is done specifically in respect to Tesla. Tesla Motors Inc. is an American automotive and energy company that was founded in 2003 is based in Palo Alto, California. The company specializes in electric car manufacturing, SolarCity subsidiary and solar panel manufacturing. The company is well known for its exclusive models like Model S, Model 3, Model X and the newest one Model Y. Tesla Motors released its first electric car in 2008 that was called The Roadster. Roadster achieved 245 miles (394 km) on a single charge. Since 2008, Tesla sold approximately 2,450 Roadster in over 30 countries through December 2012. Tesla faced many problems while launching the very first EV not only with the model but with its marketing too. So, this Project Report is being prepared by researching the problems faced by the Tesla regarding its first EV and its marketing.
    [Show full text]
  • Yandex – Russia's Leading Internet Portal and Search Engine
    Yandex – Russia’s leading internet portal and search engine Overview Yandex is a leading Internet portal and search engine in Russia with over 6 mil- lion unique visitors per day. The company is focused on the Russian-speaking Yandex offices audience. Its in-depth local knowledge of Russia gives it a clear competitive in Russia and Ukraine. edge in the Russian Internet market. Russia is expected to become one of the largest Internet markets in the world, and Yandex is well positioned to take advantage of future growth. Given the fact that Russia only represents half of the prospective Russian- speaking audience worldwide, Yandex is already actively targeting other re- gions where Russian is a prominent language, including Ukraine and the rest of the CIS. The company offers many services specialized for Russian-speaking audienc- es, including its technologically advanced search engine. Yandex.ru features parallel search which displays results in a variety of data including images, news, maps, local addresses, blogs, merchandise, etc. all on one page. Some of Yandex’s specialized services include blog hosting, e-mail and photo hosting (with free unlimited space), news feeds, a proprietary spam protection sys- tem (Spamooborona), free Web hosting (Narod), maps (including live traffic maps and satellite images of Moscow and several other Russian and Ukrain- ian cities), encyclopedias, dictionaries, comparison shopping system (Yandex. Market), online payment system (Yandex.Money), social networking web site (MoiKrug.ru), free hot spot network Yandex.WiFi and many more. Yandex does a lot to promote the Internet in Russia and in the rest of the CIS.
    [Show full text]
  • Startup School Content Outline 093015
    How to Start a Startup Spring 2016 Purpose: • Enable interested and motivated EECS engineering students to adopt an entrepreneurial mindset, produce a customer validated, agilely designed and financially rationalized product worthy of continued startup development Strategy: • Building from Stanford’s successful CS 184: How to Start a Startup, complimented by KU Entrepreneurship created materials in a flipped class environment, supplemented by both class lectures/discussions to gain deeper understanding and development of students’ own new venture concept to deliver a strong experiential learning focus. Tactics: • Six seminars at non-regular class hours to avoid conflict • Class discussion led by successful KU entrepreneurial alumni • Student teams will create a new product/service and develop a comprehensive business commercialization plan (the course deliverable) with assistance from KU Center for Entrepreneurship faculty. • Students successfully completing this curriculum are automatically candidates for The Catalyst, KU student startup accelerator and Proof of Concept funding support. Content: • Seminar 1: Ideas and Products: Why Start a Startup and Idea Generation • Seminar 2: Business Strategy: Developing the Business Model • Seminar 3: Product Development: How to Build Products Users Love • Seminar 4: Sales and Marketing: Building brand equity and revenues • Seminar 5: Financing the Venture: How to Raise Money, plus legal and accounting basics • Seminar 6: Growing the Brand; Finalizing the Commercialization Plan How to Start a Startup:
    [Show full text]
  • Graceful Language Extensions and Interfaces
    Graceful Language Extensions and Interfaces by Michael Homer A thesis submitted to the Victoria University of Wellington in fulfilment of the requirements for the degree of Doctor of Philosophy Victoria University of Wellington 2014 Abstract Grace is a programming language under development aimed at ed- ucation. Grace is object-oriented, imperative, and block-structured, and intended for use in first- and second-year object-oriented programming courses. We present a number of language features we have designed for Grace and implemented in our self-hosted compiler. We describe the design of a pattern-matching system with object-oriented structure and minimal extension to the language. We give a design for an object-based module system, which we use to build dialects, a means of extending and restricting the language available to the programmer, and of implementing domain-specific languages. We show a visual programming interface that melds visual editing (à la Scratch) with textual editing, and that uses our dialect system, and we give the results of a user experiment we performed to evaluate the usability of our interface. ii ii Acknowledgments The author wishes to acknowledge: • James Noble and David Pearce, his supervisors; • Andrew P. Black and Kim B. Bruce, the other designers of Grace; • Timothy Jones, a coauthor on a paper forming part of this thesis and contributor to Minigrace; • Amy Ruskin, Richard Yannow, and Jameson McCowan, coauthors on other papers; • Daniel Gibbs, Jan Larres, Scott Weston, Bart Jacobs, Charlie Paucard, and Alex Sandilands, other contributors to Minigrace; • Gilad Bracha, Matthias Felleisen, and the other (anonymous) review- ers of papers forming part of this thesis; • the participants in his user study; • and Roma Klapaukh, Juanri Barnard, Alexandra Donnison, Amy Chard, and Timothy Jones for providing feedback on drafts of this thesis.
    [Show full text]
  • The Complete Guide to Social Media from the Social Media Guys
    The Complete Guide to Social Media From The Social Media Guys PDF generated using the open source mwlib toolkit. See http://code.pediapress.com/ for more information. PDF generated at: Mon, 08 Nov 2010 19:01:07 UTC Contents Articles Social media 1 Social web 6 Social media measurement 8 Social media marketing 9 Social media optimization 11 Social network service 12 Digg 24 Facebook 33 LinkedIn 48 MySpace 52 Newsvine 70 Reddit 74 StumbleUpon 80 Twitter 84 YouTube 98 XING 112 References Article Sources and Contributors 115 Image Sources, Licenses and Contributors 123 Article Licenses License 125 Social media 1 Social media Social media are media for social interaction, using highly accessible and scalable publishing techniques. Social media uses web-based technologies to turn communication into interactive dialogues. Andreas Kaplan and Michael Haenlein define social media as "a group of Internet-based applications that build on the ideological and technological foundations of Web 2.0, which allows the creation and exchange of user-generated content."[1] Businesses also refer to social media as consumer-generated media (CGM). Social media utilization is believed to be a driving force in defining the current time period as the Attention Age. A common thread running through all definitions of social media is a blending of technology and social interaction for the co-creation of value. Distinction from industrial media People gain information, education, news, etc., by electronic media and print media. Social media are distinct from industrial or traditional media, such as newspapers, television, and film. They are relatively inexpensive and accessible to enable anyone (even private individuals) to publish or access information, compared to industrial media, which generally require significant resources to publish information.
    [Show full text]
  • School of Business and Economics
    A Work Project, presented as part of the requirements for the Award of a Master Degree in Finance from the NOVA – School of Business and Economics. Tesla: A Sequence of Belief Ted Lucas Andersson, 34028 A Project carried out on the Master in Finance Program, under the supervision of: Professor Paulo Soares de Pinho 03-01-2020 Abstract: Title: Tesla: A Sequence of Belief This case analyses the many challenges and achievements of a start-up company on its pursuit to take on the traditional players in an industry that is difficult to enter and succeed in. Additionally, this case details the road Tesla embarked on which tested investor confidence as Tesla strived to deliver on its increasingly ambitious goals. Furthermore, the case explores the strategic fit of merging two companies that are operating in two different industries but face similar financial problems arising from increasing debt levels and lack of profits. Keywords: Capital Raising, Strategy, Mergers & Acquisitions, Conflict of Interest This work used infrastructure and resources funded by Fundação para a Ciência e a Tecnologia (UID/ECO/00124/2013, UID/ECO/00124/2019 and Social Sciences DataLab, Project 22209), POR Lisboa (LISBOA-01-0145-FEDER-007722 and Social Sciences DataLab, Project 22209) and POR Norte (Social Sciences DataLab, Project 22209). 1 Introduction On November 17, 2016, Jason Wheeler, Tesla’s CFO, had just received confirmation that the deal had closed for his company’s much-debated acquisition of SolarCity – a solar energy company that designs, finances and installs solar power systems. With leadership celebrations on the evening’s agenda Jason could not help but to ponder on the future of the growing company.
    [Show full text]