Archive for the ‘Digital Money’ Category

Digital startup accelerator targets minorities, women

Whatever entrepreneurial renaissance is happening, there is still a need to encourage more women and minorities to climb on the bandwagon.

Tamar-Melissa Huggins decided to tackle this issue first-hand after watching an episode of the Black in America television show that featured the NewME Accelerator, which supports minority entrepreneurs in the United States.

Inspired, Ms. Huggins created the Toronto-based Driven Accelerator Group, a digital startup accelerator for businesses led by minorities women, African-Canadians and South Asians.

Driven Accelerator was created to bridge the gap we see in the tech community when it comes to minority founders, said its founder and chief executive officer in an interview.

I feel we are offering something unique and different because we are trying to provide exposure to minority founders, and encourage minorities to start the next Facebook or the next Twitter. I have always had a passion to help other people when it comes to business, and I felt starting the accelerator was the best thing to do.

Driven will operate a 12-week program that will provide five companies with guidance on business and prototype development and the preparation of a pitch for a demo day that will cap things off.

Ms. Huggins said she is interested in people who have created mobile computing, Web-based and cloud computing startups. Driven will take a 4-per-cent equity stake in each company that is part of the program.

These are people who understand their specific market and have a prototype, but need the assistance on the business end of it, said Ms. Huggins, who has a public relations and digital background.

Each company will also receive assistance from a team of mentors that includes Ceridian Dayforce president David Ossip, technology journalist Amber MacArthur, Social Media Group founder Maggie Fox and marketing executive April Dunford. A mentor will make a presentation to a company about a particular topic, as well as participate in an informal dinner series during which entrepreneurs will have the chance to ask questions and share their opinions.

Driven, which will be housed at the Foundery co-working space in downtown Toronto, has not raised money yet to provide financial help to companies that join the accelerator.

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Digital startup accelerator targets minorities, women

Digital Mad Men: Razorfish Co-founder Jeffery Dachis

Read the second in this series here.

Razorfish founders Jeffrey Dachis (right), who studied ballet, and his childhood friend Craig Kanarick (left), a tech whiz who had recently graduated from MIT Media Lab, plucked the digital agency name out of the dictionary. (Yes, its a real fish.)

In four years, Razorfish exploded from a pair of 27-year-olds laboring in a New York apartment in 1995, to more than 2,000 employees and about $250 million in revenue. More than just a hive of techies, Razorfish and its Silicon Alley digs were considered cool and urban. Kanarick remembers the office as a place you could stay up late and rollerblade around while inventing the future. The hip agency and outspoken CEO Dachis quickly became lightning rods for both fans and foes of the Web "revolution."

Razorfish relished the attention, opening offices across the U.S. and snapping up other interactive agencies, including Spray in Scandinavia. In 1997, Omnicom bought a large minority stake. And during 1999, the agency went public, raising $48 million at $16 a share.

When revenue fell off the cliff in 2000-2001, the pair - not yet 35 - was forced to resign.

Kanarick later co-founded a retail marketing studio and digital design lab for architecture firm Rockwell Group. This year, he unveiled New York Mouth, an online store for local artisanal foods. For his part, Dachis, 45, established the Dachis Group in 2008. The Austin-based social media marketing agency is hosting a social business summit in Shanghai in mid-April.

Photo: Jeffrey Dachis and Craig Kanarick (center left and center right) at the Razorfish/Plastic merger party (with Shane Ginsberg, left, and Len Sellers, right) in San Francisco, 1998.

ClickZ: What in the zeitgeist of the '90s moved you to start a Web services outfit?

Dachis: I was all about the expression of ideas through the arts, like dance, theater, photography and magazines. But distribution of these expressions was controlled by a few wealthy institutions. We saw that digital changed all that, distribution became cheap and it was democratized. Frankly, I sucked at creating those [art] forms. But I saw how I could be part of distributing them digitally.

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Digital Mad Men: Razorfish Co-founder Jeffery Dachis

For digital video to live, the 30-second pre-roll ad must die

The 30-second pre-roll is the blink tag of our era. It's the ad format that drives users crazy, and it's just not right for Web or mobile. Here's how to fix video advertising and make online video profitable for everyone.

Don't hate them because they're 30 seconds long.

Video is moving to the Web in enormous leaps; the promise of online video seems to be at our doorstep. Millions are cutting the cord, beloved television shows are returning through the seemingly divine intervention of online distribution, and people are consuming Web and mobile video in increasingly staggering numbers.

But all that video consumption is saddled with a burden that's keeping it from reaching its full potential: the ads just haven't caught up.

You all know the problem I'm talking about, and yes, you've seen it on our own site -- on videos hosted by me, and probably even the video embedded in this blog post. You want to watch a video on the Web, and before you can get to that video, you're faced with a 30-second ad that you can't fast-forward or skip.

In some cases, the content itself may be only a couple of minutes long, so the ad represents a huge time commitment relative to the length of the clip. And before you can move on to the next two-minute video, you might have to watch the same ad all over again. Result: you're angry at the publisher, you're angry at the advertiser, and everyone's brand takes a hit. The publisher and the advertiser haven't made an ad "impression" -- they've made an enemy.

We used to refuse to take 30-second ads in the earliest days of CNET TV, but even with 15-second ads, there are issues: the biggest one is repetition. If you watch three or four videos online, or watch a day of live programming like our CES coverage or the Holiday Help Desk marathons we used to do, you'll see the same ad three or four or 20 times. The result: brand rage.

I've been producing and hosting digital video for almost seven years now, and in that time, our feedback inboxes have constantly been full of complaints about the duration, frequency, and redundancy of ads, and believe me, I feel your pain daily. I'm a consumer, too -- in fact, I probably consume a lot more CNET TV than most people, and it's not like we have a magical in-house mechanism for skipping ads! I feel it when I watch YouTube, Hulu, video on other sites like Yahoo and CNN; virtually everywhere video appears online.

The question of digital video advertising is especially relevant now. According to Comscore, Americans watched an all-time high of more than 8.3 billion video ads in March, as they consumed almost 37 billion videos--some 21 hours per month of online video content.

The issue will only get more acute as video goes mobile -- and it is going mobile, and quickly. Cisco estimates that 70 percent of the world's mobile data traffic will be video by 2016, and it was already 52 percent of traffic at the end of 2011.

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For digital video to live, the 30-second pre-roll ad must die

The DOJ's Publishing Lawsuit May Doom Digital Rights Management

In the days following the announcement of the U.S. Department of Justice lawsuit against publishers accused of colluding with Apple to raise e-book prices, much of the U.S. publishing industry decamped to the U.K. for the annual London Book Fair. Not surprisingly, the suit was a major topic of conversation at cocktail parties and in booths across the Earls Court Exhibition Centrein particular speculation about whether the DOJ suit might finally push big publishers to consider easing their requirements for digital rights management (DRM), the controls that keep e-book readers from being able to pass a copy of a title on to a friend.

Publishing-industry futuristsindividuals typically far removed from the real-world calculations being crunched in publishers accounting departmentshave long argued that DRM inhibits e-book innovation and prevents small e-book retailers from entering the market and competing with the giant distributors (read Amazon). In London this year, says Lorraine Shanley of publishing consultancy Market Partners International, more mainstream publishing executives are talking seriously about ending DRM restrictions. It would allow individual publishers much more flexibility with their own content and in making it available directly to consumers, says Shanley. And it would allow consumers to access content without getting locked into one devicee.g. the Kindle.

Some analysts say thats wishful thinking. In recent years the music industry has removed nearly all its DRM restrictions, yet that has done little to diversify the digital music market. Apple dominates, and Apple sets prices. For consumers, Amazon regaining more market power could result in less choice among retailers down the road, says Michael Wolf, vice president of tech news website GigaOm. Whether Amazon is benevolent or not in the long run, thats yet to be seen.

Most of the London trade show visitorsand indeed many others in the businesssay the lawsuit plays into the hands of Amazon and its boss, Jeff Bezos. Since the debut of the Kindle, Amazon.com has played a long game, losing money on both the razor (Kindle devices) and the razor blades (e-books) in an effort to establish the kind of dominant market position in e-books that Apple enjoys in digital music. The company sells Kindle hardware at virtually no profit, and it also lost money during the Kindles first few years by pricing new releases and major bestsellers at $9.99, when it was paying publishers $15 or more for many titles.

For e-books published by Hachette, Harper Collins, and Simon & Schusterthe three houses that settled with the DOJAmazon will soon be able to start slicing retail prices again. That could boost Amazons market share from more than 60 percent of the overall e-book market and put additional pressure on Barnes & Noble, which controls 30 percent. But it also could undermine Amazons already thin operating margin just as the company is investing in long-term projects such as tablets, the Amazon Prime free shipping club, and its cloud computing initiative, Amazon Web services. Analysts believe Amazon will start cutting nonetheless. This is a very calculated move on Amazons part, says Colin Sebastian, an analyst at RW Baird. Their view is that Apple probably doesnt have the stomach to lose a whole lot of money on e-books and Barnes & Noble cant afford to. They will do whatever they can at this stage of e-books and Kindle to drive as much market share as possible.

Amazon will have to be cautious about cutting prices so dramatically that it forces book publishers to leverage what remaining clout they have left. Publishers could, for example, window e-booksdelaying their publication for a few weeks after the release of the more expensive hardcovers. Simon & Schuster and Hachette tried this in the early days of wholesale e-book pricing, on memoirs by Sarah Palin and Edward Kennedy. (This strategy, though, could alienate customers and lead to increased e-book piracy.) Publishers could also experiment with packaging the e-book and the hardcover together, or they might pull DRM technology on e-books for the Nook, which could make Barnes & Nobles store more appealing to customers. Still, its hard to see how publishers find a way around Amazon in the market, unless Amazon blows it somehow, says Bill Rosenblatt of consulting firm GiantSteps Media Technology Strategies.

Whatever Bezoss overall strategy, Amazon wont be able to cut the price of e-books published by Penguin and Macmillan until the DOJ case is resolvedand that could take a while. Geoffrey Manne, an antitrust expert at the Lewis & Clark Law School, says the case could take years to resolve, in part because Apple has such a deep reserve of cash it could spend on the litigation. Meantime, the e-book market is likely to keep evolving rapidly. In fact, one of the big problems with this suit, as with others in the tech realm, Manne says, is that by the time its concluded, the market is likely to have changed so much that it will have become irrelevant.

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The DOJ's Publishing Lawsuit May Doom Digital Rights Management

Yodlee® Partners With Central 1 to Power Personalized Financial Management for Credit Unions and Financial …

REDWOOD CITY, Calif., April 17, 2012 /PRNewswire/ --Yodlee, the leading provider of digital money management solutions, today announced a new partnership with Central 1, the largest wholesale financial services provider in Canada. Central 1 will integrate Yodlee's market-leading technology into its powerful MemberDirect Services online banking platform. Central 1 is Yodlee's first wholesale financial partner in Canada.

The 300-plus credit unions and banks which utilize MemberDirect Services will now be able to provide fully-integrated money management tools including budgeting and spending analysis, and cash flow management across all their accounts. MemberDirect Services' four million users will have more control over their money and the security of managing it through the website of their trusted financial institution.

"Consumers want a simple and secure way to take charge of their money and they literally want that information at their fingertips," said Oscar van der Meer, Chief Technology Officer at Central 1. "We partnered with Yodlee to create a solution that meets current consumer demand but also has the flexibility to grow and innovate as those needs evolve."

Offering personalized financial management is increasingly important to customers who are looking for a primary financial institution through which they manage their money.

"Central 1 really challenged us to test the flexibility of our Platform to be able to simultaneously meet the needs of so many different, forward-looking institutions and credit unions," said Bill Parsons, Chief Customer Officer at Yodlee. "With Central 1's tremendous reach, powering banking services for more than half of all credit unions in Canada, we will together be able to deliver unmatched, personalized services for the millions of members served, helping to empower consumers to make better financial decisions."

Through a number of pilot projects which launch in 2012, Central 1 will be working with Yodlee to fully integrate the platform into MemberDirect Services online banking and make it available to all clients by 2013.

For more information about the Yodlee Platform, and other Yodlee products and services, visit http://www.yodleefinapps.com. For more information about Central 1's direct banking services, http://www.central1.com/thinkingforward.

About Central 1 Credit Union

Central 1 is the central financial facility and trade association for the B.C. and Ontario credit union systems, providing liquidity management, payments, Internet banking and trade association services to member credit unions, and banking and transaction services to customers in the corporate and public sectors. For more information, visit http://www.central1.com.

About Yodlee, Inc.

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Yodlee® Partners With Central 1 to Power Personalized Financial Management for Credit Unions and Financial ...