Posts tagged Buying
Buying a Website? Here's 9 SEO Tools to Assess Its True Value
Search Engine Journal
Fortunately for us, the same tools that we use for SEO can be absolutely invaluable when buying a website. I want to look at some SEO tools, and a few tools that aren't specifically SEO related, that we've found to be extremely helpful in vetting …
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It is with a bit of sadness that I have to admit this: the industry of buying and selling websites can be a bit shady. But not all the shadiness comes from people who are trying to scam buyers (although there are too many of those people) – some people selling websites simply don’t know […]
The post Buying a Website? Here’s 9 SEO Tools to Assess Its True Value by @markdaoust appeared first on Search Engine Journal.
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Facebook’s implementation of hashtags brought with it a lot of change for Internet marketers, but perhaps the most important shift came within the CPC and media buying realm. But despite the fact that these changes have prompted a shift in many online marketing practices, there are still some companies who have managed to stay competitive […]
In 2011 Wiley published his book Online Marketing: A User’s Manual. Born I England Murray moved to the USA in 2011 being recognized by the US government as an alien of extraordinary ability
The post Ted Dhanik of Engage BDR Talks Traffic Buying by @murraynewlands appeared first on Search Engine Journal.
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Jeff Bezos, the founder and CEO of Amazon.com, is buying the Washington Post newspaper business for $250 million, according to an announcement from the Washington Post Company. Amazon is not involved in the transaction.
Bezos has some interest in publishing: He recently invested in The Business Insider, a digital publishing company.
While the Washington Post’s website is part of the deal, other online properties owned by the Washington Post Company, including Slate and TheRoot.com, are not part of the deal.
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Yahoo is deploying its billions of dollars in cash and its newly buoyant stock to purchase a bevy of startups.
It’s worth asking whether its shareholders are getting their money’s worth.
Qwiki, a mobile-app startup based in New York whose acquisition Yahoo announced this week, is getting sued by Chaotic Moon, an Austin, Texas-based app-design studio, which claims it hasn’t been paid for work it did developing Qwiki’s iPhone app, which assembles pictures and videos together into short movies. (That’s a very different idea than the one Qwiki launched with, an iPad app which read Wikipedia entries aloud while displaying related imagery.)
In its filing, Chaotic Moon said it’s owed $168,000. In its response, Qwiki said it fired Chaotic Moon and had to hire another, unnamed firm, to finish the app. Qwiki is asking for $250,000 in damages.
Chaotic Moon CEO Ben Lamm acknowledged the lawsuit and told ReadWrite that his firm “did design and develop a late iteration of the Qwiki product.”
It’s up to a court to decide who’s right in the case. But whoever prevails, one thing is clear: Qwiki did not actually build the app for which it gained enough notoriety to land itself at Yahoo.
Talent, Or Show?
In discussing past acquisitions, CEO Marissa Mayer has said that her goal is to “bring … engineering and technical talent” to “accelerate our efforts in mobile development.”
It’s a good strategy. Is Yahoo actually doing what Mayer says it is, though?
The Qwiki episode reminds us of another splashy acquisition: Summly, which Yahoo paid a reported $30 million for early this year. Summly, it turned out, did not actually develop its core artificial-intelligence technology for news summaries; that came from SRI, the research organization that also spun off Siri, the voice-recognition startup Apple bought in 2010.
Plenty of startups hire contractors or license intellectual property. There’s no inherent shame in it.
But the logic of a “talent acquisition,” as Mayer characterized several of Yahoo’s recent purchases, is that you’re not buying the code as much as you’re hiring the coders. And so if the people who created a compelling user interface or a brilliant algorithm aren’t part of the package, it’s questionable what the startup’s worth.
We asked several Yahoo spokespeople for comment on the matter and haven’t heard back.
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Yahoo is expected to announce the acquisition of blogging site Tumblr for $1.1 billion on Monday, with both companies’ boards having agreed to the deal, according to reports in AllThingsD, which first broke the news of sale talks, as well as the New York Times and the Wall Street Journal.
If it goes through as planned, buying Tumblr would be a signature deal for Yahoo CEO Marissa Mayer in her effort to transform the aging Web-media company into a producer of habit-forming online experiences. Tumblr has some 100 million monthly visitors, and its users publish 90 million posts a day. Those are some mighty habits, and they promise to offer considerable room for Yahoo’s advertising sales team.
It can’t have been an easy decision for Tumblr founder David Karp. When we last saw the youthful CEO in early April, he was on the campus of Facebook on the same day that the social network launched its Android Home software. As we left, we saw him locked in an intense conversation with Facebook CEO Mark Zuckerberg. Zuckerberg, early in Facebook’s life, also wrestled with a billion-dollar buyout offer from Yahoo. We have to wonder what they talked about.
One thing Karp and Mayer will have to figure out is the relationship the combined companies have with their users. Tumblr’s users, a young, cool demographic Yahoo has fairly openly admitted it lacks, identify closely with the service.
Unlike Facebook, Tumblr is a place where they can reveal themselves without revealing themselves. The tolerance for provisional identity (and racy content) is a core part of Tumblr.
Yahoo is a muddle. While it was one of the first sites to let users log in and personalize experiences, it has faded as a source of online identity. The fact that you can use a Facebook or Google account to log in to Yahoo is telling.
The one notable exception is Flickr, the photo-sharing site that has seen a renaissance since Mayer became CEO. Yahoo is expected to announce significant upgrades to the service on Monday as well, and one source who has seen the new version of Flickr told it it was “stunning.”
Will Tumblr become part of Yahoo like Flickr—a distinct service with its own user culture? Or will it become part of the muddle of indistinct Yahoo services like Sports and Weather, more notable for their utility than their expressive nature?
Yahoo nearly crushed Flickr as it first integrated the photo-sharing site and then neglected it. To be useful to Yahoo, Tumblr will have to somehow fit into the rest of the operation. No amount of promises of hands-off treatment will change that reality. (Here’s one way Tumblr could help Yahoo: Junk Yahoo’s overcomplicated in-house publishing systems and move all of the media operations onto Tumblr.)
Even the question of how users log in to Tumblr, post-Yahoo, will be key. Will they retain a provisional identity, unlinked to their real name and the rest of their online activity? Or will it get folded into everything else they do on Yahoo? That question is crucial, and as Yahoo learned with Flickr, it’s easy to screw up.
The difference is that Yahoo spent a few tens of millions of dollars on Flickr. Screwing up Tumblr would be a far more expensive mistake.
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Intel, the chip giant, is buying Mashery, a seven-year-old company in San Francisco that specializes in linking together Web-based software and services, a company spokesperson confirmed to ReadWrite.
Mashery’s 125 employees are learning of the acquisition through a companywide email sent this morning. Intel expects to offer the “majority” of employees jobs when the deal closes, which is expected to happen in the second quarter. The group will remain in its current location and join Intel’s two-year-old Services Division. Terms were not disclosed, but the deal is not material to Intel’s financial results.
Big Implications For Intel’s Core Business
The implications of the deal are huge: it signals Intel’s recognition that the central processing unit is no longer a silicon chip. It is the network.
Mashery, a company ReadWrite has long covered closely, specializes in managing application programming interfaces, or APIs. APIs are the lingua franca of the Internet, the systems through which machines communicate with other machines according to preset rules. For example, Facebook’s platform, which websites and apps rely on to add social features, is a set of APIs. Foursquare uses APIs to let other apps access its location database and other features, allowing Instagram and Evernote users to add a place to a photo or a note.
The same techniques that connect consumer apps, it turns out, also work well within large businesses. Comcast, for example, uses Mashery’s API management service to allow programmers to access internal systems. That’s a far more sensible way to create internal software than the alternative, which involves doing a lot of one-off integrations at considerable time and expense.
Smaller companies often find it difficult to set up systems that grant developers access to these software interfaces. Likewise, enterprises don’t generally want to build their own API-management systems. Recently, that has become a bigger and bigger business for Mashery.
Moving Beyond Chips
Intel is in the midst of a shift away from just selling chips to selling software and services. This change, while little-noticed, has been long in the making. Intel bought McAfee for $7.7 billion in 2010, putting it into the security-software business. In 2005, Intel bought a smaller company, Sarvega, which specialized in XML gateways. (XML, or extensible markup language, is a broad descriptor of a file format commonly used in APIs; an XML gateway transports files to make APIs possible.)
Intel first partnered with Mashery in November of 2012, pairing Mashery’s API-management tools with its own security offerings. By bringing Mashery in-house, Intel has a more complete and credible offering in cloud-computing infrastructure. (Most cloud-software services communicate with other services via APIs.)
Ideally, Intel might sell the chips inside the servers running the software programs that communicate via these APIs, too. But what’s more important is the notion that Intel has a product offering that speaks to innovative startups, not just struggling PC manufacturers.
Mashery has raised a total of $35 million from investors, most recently $10 million last year in a deal that valued the company at $60 million. An experienced startup founder familiar with the terms of the deal says that investors are “happy” with the outcome.
The deal’s not expected to be material to Intel’s results, but industry norms suggest that Intel likely paid two to three times Mashery’s most recent valuation—a range of $120 million to $180 million. (A Mashery spokesperson declined to comment on the company’s fundraising or the deal’s terms.)
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Against a backdrop of mixed reactions to the new program, Google’s Kesh Patel characterizes the AdWords enhanced campaigns as continued evolution into the multiscreen world that’s a far cry from the one AdWords was first born into.
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This post is sponsored by uSell, a price-comparison website that helps you find the best price when it’s time to sell your iPhone, Blackberry, smartphones, and other used electronics. Find reputable buyers for your used devices on uSell. #selliPhone
Congrats on your snazzy new iPhone 5. The retina display is brilliant, the camera takes fantastic pictures, and the battery is the envy of all your friends. But now what do you do with your old phone?
Options For Your Existing Devices
The obvious answer is “sell it,” but where? And how much should you charge?
You could sell it to your mobile carrier, but you won’t make market rate, particularly if your phone is more than a few months old. Auctions are a popular option for the adventurous, because they pay better than the carriers do, but they’re a gamble. Buyers change their minds, you might price your phone too high or low. Even if you do find a buyer at an agreeable, you still have to worry about packing, shipping and payment.
If you want to skip the auction circus and get on with enjoying your new iPhone, you could always sell your phone to a reseller. Resellers take the guesswork out of device sales, quoting you a fair, fixed price, and often provide free packaging and shipping. You send the phone, they send a check, and you both part ways happy.
The trick with resellers is finding the best deal. One reseller may be able to move AT&T phones, but have trouble with Verizon devices, for example, so payouts between resellers can vary by more than $100 for the same device.
uSell.com: A Reseller-Comparison Shopping Engine
That’s where uSell.com comes in. uSell partners with dozens of resellers and helps you find the right one for your device. Just answer a few questions about your iPhone’s model, carrier and condition, and uSell returns a list of resellers that are interested. You can sort the list by uSell’s own “best fit,” customer reviews, or price.
Those prices are actually pretty good. We checked eBay for sold iPhone 4S listings over the past month, and uSell’s reseller offers were extremely competitive. A 64GB Verizon 4S tended to sell for $220 to $285 on eBay, before fees and shipping. uSell found a fee-free $235. The same phone on AT&T’s network went for $150 to $320 on eBay, and uSell found us an even $300, with free shipping and no hassle. They even found a buyer for an original 2G iPhone.
Of course, not everyone is trading in an iPhone. if you’re stepping up from a different device, you’re still covered. uSell partners with resellers for all types of cell phones, as well as tablets, game consoles, cameras, and other electronics.
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“Change it had to come
We knew it all along
We were liberated from the fall that’s all”
- The Who, “Won’t Get Fooled Again”
With Washington festooned over the weekend with banners and parties alongside the serious national dialogue about the issues of the day, we all understand that the world has changed significantly in the last four years. It has become a more distributed, inter-connected place in every aspect of our society.
The chiaroscuro of the Cold War has completely disappeared – and we’re now seeing a complex and nuanced combination of emerging economic and military powers.
And there are key parallels in information technology with significant implications for IT buyers.
The Cloud Has Already Won
Today, you’d have to be hiding under a big rock – trying to avoid the HarBowl, perhaps – if you do not realize the IT Stack has irrevocably flipped from client-server/Web to Cloud. Talk to any entrepreneur, and the big argument is not whether to rent the IT infrastructure from an Infrastructure-as-a-Service (IaaS) provider (e.g., Amazon or Rackspace), but what possible reason could someone have to burn precsious capital on buying their own servers and routers.
IT is a huge industry. At a projected $3.7 trillion in 2013 (according to Gartner), IT would be one of the five largest economies in the world, behind Japan but ahead of India. As Dan Lyons wrote last year, industry combatants focus on the potential of a $1 trillion transfer of wealth from the large legacy tech vendors to the new upstarts. So the money is there.
The unanswered question, though, is what happens to the hows, whys and whats of IT acquisition? How do you buy enterprise technology in the era of the new stack?
Let me break it down into 5 key elements:
1. The New Boss
Traditionally IT decision making is made in small, vertical slices of the stack. Network buyers procure networking components, storage buyers acquire disks and flash, and functional leadership drives application acquisition with their IT partners, etc.
That is changing rapidly as business decision makers (e.g., line management) set the rate and pace of operations and require IT to respond accordingly. As we learned at Nicira, in the Cloud era, this has led to the emergence of a new category of IT elite called Cloud Architects, who are responsible for making all the components come together.
It has led to an increased focus on both proprietary and open source cloud architectures that enable applications quickly and reduce the intense, overwhelming micro-focus on the cloud’s subcomponents. Rapidly enabling applications that support business processes will eventually drive all IT decision making. My advice: Look out for the cloud guy. He is the new power broker.
2. Bandwidth And Processing For Nothing, And The I/O For Free
In the client-server era systems model, hardware and software were custom-built to work together to enable a specific performance envelope. While specific, targeted use cases will always remain, increasingly Moore’s Law holds sway.
The x86 platform in servers, flash in storage and merchant silicon in networking increasingly dominates the bottom, infrastructure layers of the stack. IT buyers are getting the horsepower at scale by riding this curve and looking to vendors who pull their value through software.
It’s the death of proprietary hardware and the emergence of smart software in IT. Remember this when your tech sales guy comes calling and brags about his chips.
3. Why Buy When You Can Lease?
There has been a ton written about Software-as-a-Service (SaaS) replacing packaged software, so I wont’ bother repeating it. But what happens when Web-scale infrastructure is rentable by the hour (and as Amazon has shown, prices drop along the way)? Without having to deal with real estate, power and cooling, enormous computing power is available by the hour. Determining the differences among the providers – i.e., how well suited are they for your applications – will be your next research activity. Build your IT plan/budget around renting, not buying.
4. There And Back Again, A Content Tale
Cloud-based collaboration environments like Box, DropBox and Google Drive are dramatically revamping how companies store and manage data – as well as how they collaborate both within and across corporate boundaries. The ease-of-use of these platforms compared to traditional software packages like Microsoft SharePoint make them a reality in your business whether you like it or not. Your employees already use them – even if they never bothered to tell you. Developing a content management strategy that accounts for these applications and what should be in the cloud and what should be on premise is critical, right now.
5. Any Way You Want It/That’s The Way You Need It
Finally, all of your applications have to work on any screen, anytime. Remember, it was just four years ago that folks said the iPhone was not ready for business. At the time, people were thinking about smartphones the way radio executives thought about television. In 2013, IT buyers should consider only those applications that work across platform and screen categories.
Today’s businesses need to move faster than they did four years ago: competition and globalization leave them no choice.
This creates friction with existing vendors, who have to deal with the reality of slower development cycles, predictable revenues and profits for shareholders, etc.
As buying behavior changes, though, the fast will eat the slow, including the IT buyers, who will see their influence wane if they cannot keep up with the competition cycle or lose influence as user-driven shadow IT takes over. The smart guys will be listening to The Who:
“I’ll tip my hat to the new constitution
Take a bow for the new revolution
Smile and grin at the change all around me P
ick up my guitar and play Just like yesterday
Then I’ll get on my knees and pray
We don’t get fooled again”
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