�ݺ�ߣshows by User: Lounge47

�ݺ�ߣshows by User: Lounge47 / http://www.slideshare.net/images/logo.gif �ݺ�ߣshows by User: Lounge47 / Mon, 04 May 2015 11:28:04 GMT �ݺ�ߣShare feed for �ݺ�ߣshows by User: Lounge47 IoT - CONNECTED CAR - TECHNOLOGY TRENDS & OPPORTUNITIES - Harsha Bagur, Robert Bosch /slideshow/iot-connected-car-technology-trends-opportunities-harsha-bagur-robert-bosch/47735065 harshbagur-150504112804-conversion-gate01
Last Week’s session - “IoT – Connected Car – Technology Trends & Opportunities” covered a trending topic that promises to disrupt the transportation industry, as we know it. Here are the key Lounge47 takeaways: 1. Connected Cars are vehicles that use any from a range of communication technologies to communicate a) with the driver b) with other cars on the road (vehicle-to-vehicle (V2V)) c) road infrastructure (vehicle-to-infrastructure (V2I)) and d) the “Cloud” 2. Status today? a) Only a fraction of future automated and connected vehicle technologies are available today b) Although individual aspects of the connected driving experience are established the integrated whole is not c) The public today only enjoys up to level 2 on a 5 level scale of 0 to full automation. Level 4 vehicles are however being tested 3. 2014 milestones: a) Google and Apple target the car dashboard with 'Android Auto' and 'Carplay' platforms b) Google makes autonomous cars real with its self driving car d) Automotive companies begin to take customer data protection seriously e) Vehicle-to-Vehicle (V2V) technology gets the regulatory nod 4. Questions: Is the car the new Tech battleground? Will there be an Apple car? What business models will prevail? Are Uber-like companies preparing the market for the self-driving car? Would Self-driving cars make owning a car a thing of the past? 5. Benefits: a) Savings in terms of increased people productivity b) reduced gasoline usage due to efficient driving c) reduced road infrastructure maintenance d) Increased safety 6. Challenges: a) Developing a UI/UX that minimizes driver distraction b) Customer Data security c) In-car and remote cyber crime d) Liability – where does it sit? 7.Opportunities: a) In-car data that could serve consumers, drivers themselves, marketers, hardware manufactures, car companies and insurance companies b) Aftermarket solutions c) IoT products & solutions. 47b market today set to grow to 270b USD by 2020. Revenue potential per connected car estimated to be 1400 USD/vehicle/year 8. Opportunities in India: The Indian market will take time to mature. In the short-term: a) Parking Management b) Connected Infrastructure (e.g. smart cities) c) Insurance – Usage Based Insurance, driving pattern monitoring & support d) Radio Taxi Service – e.g. Ola, Uber e) Transportation as a Service – Personal mobility, Goods mobility f) Service Stations - cloud-based diagnostics & preventive care g) Battery technologies – Charging stations offer opportunities. In summary - realization of the Connected Car vision and the benefits it brings hinges not on the technology challenges but on whether it will win consumer acceptance and trust. www.lounge47.in]]>
Last Week’s session - “IoT – Connected Car – Technology Trends & Opportunities” covered a trending topic that promises to disrupt the transportation industry, as we know it. Here are the key Lounge47 takeaways: 1. Connected Cars are vehicles that use any from a range of communication technologies to communicate a) with the driver b) with other cars on the road (vehicle-to-vehicle (V2V)) c) road infrastructure (vehicle-to-infrastructure (V2I)) and d) the “Cloud” 2. Status today? a) Only a fraction of future automated and connected vehicle technologies are available today b) Although individual aspects of the connected driving experience are established the integrated whole is not c) The public today only enjoys up to level 2 on a 5 level scale of 0 to full automation. Level 4 vehicles are however being tested 3. 2014 milestones: a) Google and Apple target the car dashboard with 'Android Auto' and 'Carplay' platforms b) Google makes autonomous cars real with its self driving car d) Automotive companies begin to take customer data protection seriously e) Vehicle-to-Vehicle (V2V) technology gets the regulatory nod 4. Questions: Is the car the new Tech battleground? Will there be an Apple car? What business models will prevail? Are Uber-like companies preparing the market for the self-driving car? Would Self-driving cars make owning a car a thing of the past? 5. Benefits: a) Savings in terms of increased people productivity b) reduced gasoline usage due to efficient driving c) reduced road infrastructure maintenance d) Increased safety 6. Challenges: a) Developing a UI/UX that minimizes driver distraction b) Customer Data security c) In-car and remote cyber crime d) Liability – where does it sit? 7.Opportunities: a) In-car data that could serve consumers, drivers themselves, marketers, hardware manufactures, car companies and insurance companies b) Aftermarket solutions c) IoT products & solutions. 47b market today set to grow to 270b USD by 2020. Revenue potential per connected car estimated to be 1400 USD/vehicle/year 8. Opportunities in India: The Indian market will take time to mature. In the short-term: a) Parking Management b) Connected Infrastructure (e.g. smart cities) c) Insurance – Usage Based Insurance, driving pattern monitoring & support d) Radio Taxi Service – e.g. Ola, Uber e) Transportation as a Service – Personal mobility, Goods mobility f) Service Stations - cloud-based diagnostics & preventive care g) Battery technologies – Charging stations offer opportunities. In summary - realization of the Connected Car vision and the benefits it brings hinges not on the technology challenges but on whether it will win consumer acceptance and trust. www.lounge47.in]]> Mon, 04 May 2015 11:28:04 GMT /slideshow/iot-connected-car-technology-trends-opportunities-harsha-bagur-robert-bosch/47735065 Lounge47@slideshare.net(Lounge47) IoT - CONNECTED CAR - TECHNOLOGY TRENDS & OPPORTUNITIES - Harsha Bagur, Robert Bosch Lounge47 Last Week’s session - “IoT – Connected Car – Technology Trends & Opportunities” covered a trending topic that promises to disrupt the transportation industry, as we know it. Here are the key Lounge47 takeaways: 1. Connected Cars are vehicles that use any from a range of communication technologies to communicate a) with the driver b) with other cars on the road (vehicle-to-vehicle (V2V)) c) road infrastructure (vehicle-to-infrastructure (V2I)) and d) the “Cloud” 2. Status today? a) Only a fraction of future automated and connected vehicle technologies are available today b) Although individual aspects of the connected driving experience are established the integrated whole is not c) The public today only enjoys up to level 2 on a 5 level scale of 0 to full automation. Level 4 vehicles are however being tested 3. 2014 milestones: a) Google and Apple target the car dashboard with 'Android Auto' and 'Carplay' platforms b) Google makes autonomous cars real with its self driving car d) Automotive companies begin to take customer data protection seriously e) Vehicle-to-Vehicle (V2V) technology gets the regulatory nod 4. Questions: Is the car the new Tech battleground? Will there be an Apple car? What business models will prevail? Are Uber-like companies preparing the market for the self-driving car? Would Self-driving cars make owning a car a thing of the past? 5. Benefits: a) Savings in terms of increased people productivity b) reduced gasoline usage due to efficient driving c) reduced road infrastructure maintenance d) Increased safety 6. Challenges: a) Developing a UI/UX that minimizes driver distraction b) Customer Data security c) In-car and remote cyber crime d) Liability – where does it sit? 7.Opportunities: a) In-car data that could serve consumers, drivers themselves, marketers, hardware manufactures, car companies and insurance companies b) Aftermarket solutions c) IoT products & solutions. 47b market today set to grow to 270b USD by 2020. Revenue potential per connected car estimated to be 1400 USD/vehicle/year 8. Opportunities in India: The Indian market will take time to mature. In the short-term: a) Parking Management b) Connected Infrastructure (e.g. smart cities) c) Insurance – Usage Based Insurance, driving pattern monitoring & support d) Radio Taxi Service – e.g. Ola, Uber e) Transportation as a Service – Personal mobility, Goods mobility f) Service Stations - cloud-based diagnostics & preventive care g) Battery technologies – Charging stations offer opportunities. In summary - realization of the Connected Car vision and the benefits it brings hinges not on the technology challenges but on whether it will win consumer acceptance and trust. www.lounge47.in <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/harshbagur-150504112804-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Last Week’s session - “IoT – Connected Car – Technology Trends & Opportunities” covered a trending topic that promises to disrupt the transportation industry, as we know it. Here are the key Lounge47 takeaways: 1. Connected Cars are vehicles that use any from a range of communication technologies to communicate a) with the driver b) with other cars on the road (vehicle-to-vehicle (V2V)) c) road infrastructure (vehicle-to-infrastructure (V2I)) and d) the “Cloud” 2. Status today? a) Only a fraction of future automated and connected vehicle technologies are available today b) Although individual aspects of the connected driving experience are established the integrated whole is not c) The public today only enjoys up to level 2 on a 5 level scale of 0 to full automation. Level 4 vehicles are however being tested 3. 2014 milestones: a) Google and Apple target the car dashboard with 'Android Auto' and 'Carplay' platforms b) Google makes autonomous cars real with its self driving car d) Automotive companies begin to take customer data protection seriously e) Vehicle-to-Vehicle (V2V) technology gets the regulatory nod 4. Questions: Is the car the new Tech battleground? Will there be an Apple car? What business models will prevail? Are Uber-like companies preparing the market for the self-driving car? Would Self-driving cars make owning a car a thing of the past? 5. Benefits: a) Savings in terms of increased people productivity b) reduced gasoline usage due to efficient driving c) reduced road infrastructure maintenance d) Increased safety 6. Challenges: a) Developing a UI/UX that minimizes driver distraction b) Customer Data security c) In-car and remote cyber crime d) Liability – where does it sit? 7.Opportunities: a) In-car data that could serve consumers, drivers themselves, marketers, hardware manufactures, car companies and insurance companies b) Aftermarket solutions c) IoT products & solutions. 47b market today set to grow to 270b USD by 2020. Revenue potential per connected car estimated to be 1400 USD/vehicle/year 8. Opportunities in India: The Indian market will take time to mature. In the short-term: a) Parking Management b) Connected Infrastructure (e.g. smart cities) c) Insurance – Usage Based Insurance, driving pattern monitoring & support d) Radio Taxi Service – e.g. Ola, Uber e) Transportation as a Service – Personal mobility, Goods mobility f) Service Stations - cloud-based diagnostics & preventive care g) Battery technologies – Charging stations offer opportunities. In summary - realization of the Connected Car vision and the benefits it brings hinges not on the technology challenges but on whether it will win consumer acceptance and trust. www.lounge47.in

IoT - CONNECTED CAR - TECHNOLOGY TRENDS & OPPORTUNITIES - Harsha Bagur, Robert Bosch from Lounge47

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0 FITTING PRODUCT TO MARKET – DO'S & DONT'S - Venugopal Iyengar, COO, Apalya Technologies /slideshow/fitting-product-to-market-dos-donts/47198246 productmarketfit-venugopal-150420093450-conversion-gate01
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]]> Mon, 20 Apr 2015 09:34:49 GMT /slideshow/fitting-product-to-market-dos-donts/47198246 Lounge47@slideshare.net(Lounge47) FITTING PRODUCT TO MARKET – DO'S & DONT'S - Venugopal Iyengar, COO, Apalya Technologies Lounge47 <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/productmarketfit-venugopal-150420093450-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds" />

FITTING PRODUCT TO MARKET – DO'S & DONT'S - Venugopal Iyengar, COO, Apalya Technologies from Lounge47

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0 BIG DATA: LEVERAGING COMPETITIVE INTELLIGENCE IN RETAIL - Mandar Mutalikdesai, Head of Data Semantics, DataWeave /Lounge47/big-data-competitive-intelligence-in-retail bigdata-competitiveintelligenceinretail-150325060048-conversion-gate01
“Big Data: Leveraging Competitive Intelligence In Retail" focused on the next wave – enabling real time decisions and real-time responses through big data. Here are the Lounge47 key takeaways: 1. Large enterprises have this far used big data to focus on process improvement and variety of data (Process improvement 47%, Variety of data 26%, Volume of data 16%, Cost Saving & Efficiency 8%, Velocity of Data 3%) 2. Big data is not a new problem; at any point of time, our ability to produce data has always been greater than the sophistication of the tools available to process and make it usable 3. Companies like Uber and Amazon, with products like “Surge Pricing” or “Dynamic Pricing” are ushering in the paradigm of “fast data” to make instant decisions and gain a competitive advantage 4. “Fast Data” unlike “historical data, is live, interactive, automatically generated, and often self-correcting” – the volume and nature will be further accelerated through the Internet of Things (IoT) 5. In the retail vertical – data enablers that push micro decisions in real time and serve to answer – what inventory to hold? or what products to promote? - pose a powerful value proposition 6. A plethora of data products, web-based, Apps, API’s, reports could be built to help enterprises take decisions E.g. a “Color” report that tells a fashion retailer that their inventory should carry more items in blue 7. Data products could serve - ecommerce companies, sellers, brands – each stakeholder, with very specific requirements and specific problems to solve E.g. brands value reports on product discounts offered to flag policy violation 8. Solving the big data challenge would involve the following generic steps – data extraction and aggregation, cleaning, normalizing, standardizing, sorting, storing. Analytics. Visual data presentation, via dashboard interfaces, reports etc. 9. Big data sounds like a simple problem to solve however the challenges are many a) Data acquisition: crawling public websites could be limited if volume and speed of query impact service to users, thus slowing the data collection b) Data cleaning & standardization: raw data could be messy or have gaps c) Storage and retrieval d) Data Accuracy: Careful management of massive machination with minimal human audits to keep the margin of error suppressed 10. Some Big data products: Price comparison by the hour and across competition, color report on product inventory, Market & Business intelligence products, discount tracking of basket of products 11) Finding a “give-back” to encourage E-Commerce companies to part with private data would allow big data companies to build an ecosystem that is mutually beneficial to all stakeholders. While big data is an often used buzz word, and challenges like “new technology deployment” and the “collection, analysis and measurement of data” are being solved, the full power of this paradigm will be realized when organi]]>
“Big Data: Leveraging Competitive Intelligence In Retail" focused on the next wave – enabling real time decisions and real-time responses through big data. Here are the Lounge47 key takeaways: 1. Large enterprises have this far used big data to focus on process improvement and variety of data (Process improvement 47%, Variety of data 26%, Volume of data 16%, Cost Saving & Efficiency 8%, Velocity of Data 3%) 2. Big data is not a new problem; at any point of time, our ability to produce data has always been greater than the sophistication of the tools available to process and make it usable 3. Companies like Uber and Amazon, with products like “Surge Pricing” or “Dynamic Pricing” are ushering in the paradigm of “fast data” to make instant decisions and gain a competitive advantage 4. “Fast Data” unlike “historical data, is live, interactive, automatically generated, and often self-correcting” – the volume and nature will be further accelerated through the Internet of Things (IoT) 5. In the retail vertical – data enablers that push micro decisions in real time and serve to answer – what inventory to hold? or what products to promote? - pose a powerful value proposition 6. A plethora of data products, web-based, Apps, API’s, reports could be built to help enterprises take decisions E.g. a “Color” report that tells a fashion retailer that their inventory should carry more items in blue 7. Data products could serve - ecommerce companies, sellers, brands – each stakeholder, with very specific requirements and specific problems to solve E.g. brands value reports on product discounts offered to flag policy violation 8. Solving the big data challenge would involve the following generic steps – data extraction and aggregation, cleaning, normalizing, standardizing, sorting, storing. Analytics. Visual data presentation, via dashboard interfaces, reports etc. 9. Big data sounds like a simple problem to solve however the challenges are many a) Data acquisition: crawling public websites could be limited if volume and speed of query impact service to users, thus slowing the data collection b) Data cleaning & standardization: raw data could be messy or have gaps c) Storage and retrieval d) Data Accuracy: Careful management of massive machination with minimal human audits to keep the margin of error suppressed 10. Some Big data products: Price comparison by the hour and across competition, color report on product inventory, Market & Business intelligence products, discount tracking of basket of products 11) Finding a “give-back” to encourage E-Commerce companies to part with private data would allow big data companies to build an ecosystem that is mutually beneficial to all stakeholders. While big data is an often used buzz word, and challenges like “new technology deployment” and the “collection, analysis and measurement of data” are being solved, the full power of this paradigm will be realized when organi]]> Wed, 25 Mar 2015 06:00:48 GMT /Lounge47/big-data-competitive-intelligence-in-retail Lounge47@slideshare.net(Lounge47) BIG DATA: LEVERAGING COMPETITIVE INTELLIGENCE IN RETAIL - Mandar Mutalikdesai, Head of Data Semantics, DataWeave Lounge47 “Big Data: Leveraging Competitive Intelligence In Retail" focused on the next wave – enabling real time decisions and real-time responses through big data. Here are the Lounge47 key takeaways: 1. Large enterprises have this far used big data to focus on process improvement and variety of data (Process improvement 47%, Variety of data 26%, Volume of data 16%, Cost Saving & Efficiency 8%, Velocity of Data 3%) 2. Big data is not a new problem; at any point of time, our ability to produce data has always been greater than the sophistication of the tools available to process and make it usable 3. Companies like Uber and Amazon, with products like “Surge Pricing” or “Dynamic Pricing” are ushering in the paradigm of “fast data” to make instant decisions and gain a competitive advantage 4. “Fast Data” unlike “historical data, is live, interactive, automatically generated, and often self-correcting” – the volume and nature will be further accelerated through the Internet of Things (IoT) 5. In the retail vertical – data enablers that push micro decisions in real time and serve to answer – what inventory to hold? or what products to promote? - pose a powerful value proposition 6. A plethora of data products, web-based, Apps, API’s, reports could be built to help enterprises take decisions E.g. a “Color” report that tells a fashion retailer that their inventory should carry more items in blue 7. Data products could serve - ecommerce companies, sellers, brands – each stakeholder, with very specific requirements and specific problems to solve E.g. brands value reports on product discounts offered to flag policy violation 8. Solving the big data challenge would involve the following generic steps – data extraction and aggregation, cleaning, normalizing, standardizing, sorting, storing. Analytics. Visual data presentation, via dashboard interfaces, reports etc. 9. Big data sounds like a simple problem to solve however the challenges are many a) Data acquisition: crawling public websites could be limited if volume and speed of query impact service to users, thus slowing the data collection b) Data cleaning & standardization: raw data could be messy or have gaps c) Storage and retrieval d) Data Accuracy: Careful management of massive machination with minimal human audits to keep the margin of error suppressed 10. Some Big data products: Price comparison by the hour and across competition, color report on product inventory, Market & Business intelligence products, discount tracking of basket of products 11) Finding a “give-back” to encourage E-Commerce companies to part with private data would allow big data companies to build an ecosystem that is mutually beneficial to all stakeholders. While big data is an often used buzz word, and challenges like “new technology deployment” and the “collection, analysis and measurement of data” are being solved, the full power of this paradigm will be realized when organi <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/bigdata-competitiveintelligenceinretail-150325060048-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds" /> “Big Data: Leveraging Competitive Intelligence In Retail" focused on the next wave – enabling real time decisions and real-time responses through big data. Here are the Lounge47 key takeaways: 1. Large enterprises have this far used big data to focus on process improvement and variety of data (Process improvement 47%, Variety of data 26%, Volume of data 16%, Cost Saving & Efficiency 8%, Velocity of Data 3%) 2. Big data is not a new problem; at any point of time, our ability to produce data has always been greater than the sophistication of the tools available to process and make it usable 3. Companies like Uber and Amazon, with products like “Surge Pricing” or “Dynamic Pricing” are ushering in the paradigm of “fast data” to make instant decisions and gain a competitive advantage 4. “Fast Data” unlike “historical data, is live, interactive, automatically generated, and often self-correcting” – the volume and nature will be further accelerated through the Internet of Things (IoT) 5. In the retail vertical – data enablers that push micro decisions in real time and serve to answer – what inventory to hold? or what products to promote? - pose a powerful value proposition 6. A plethora of data products, web-based, Apps, API’s, reports could be built to help enterprises take decisions E.g. a “Color” report that tells a fashion retailer that their inventory should carry more items in blue 7. Data products could serve - ecommerce companies, sellers, brands – each stakeholder, with very specific requirements and specific problems to solve E.g. brands value reports on product discounts offered to flag policy violation 8. Solving the big data challenge would involve the following generic steps – data extraction and aggregation, cleaning, normalizing, standardizing, sorting, storing. Analytics. Visual data presentation, via dashboard interfaces, reports etc. 9. Big data sounds like a simple problem to solve however the challenges are many a) Data acquisition: crawling public websites could be limited if volume and speed of query impact service to users, thus slowing the data collection b) Data cleaning & standardization: raw data could be messy or have gaps c) Storage and retrieval d) Data Accuracy: Careful management of massive machination with minimal human audits to keep the margin of error suppressed 10. Some Big data products: Price comparison by the hour and across competition, color report on product inventory, Market & Business intelligence products, discount tracking of basket of products 11) Finding a “give-back” to encourage E-Commerce companies to part with private data would allow big data companies to build an ecosystem that is mutually beneficial to all stakeholders. While big data is an often used buzz word, and challenges like “new technology deployment” and the “collection, analysis and measurement of data” are being solved, the full power of this paradigm will be realized when organi

BIG DATA: LEVERAGING COMPETITIVE INTELLIGENCE IN RETAIL - Mandar Mutalikdesai, Head of Data Semantics, DataWeave from Lounge47

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0 Consumer Internet Insights - Jeyandran Venugopal /slideshow/consumer-insights-jeyandran-venugopal/44148313 consumerinsights-jeyandranvenugopal-150202024506-conversion-gate01
Last Week’s - “Consumer Internet Insights" session sketched trends, opportunities and challenges in this space. Here are the Lounge47 key takeaways: 1. India has become the new “Land of Opportunity” - untapped potential, increased consumer/middle class spending, adoption-cycles shortening due to younger demographic willing to be early adopters, institutional investment in Startups increasing 2. “Cost to Try” is cheaper in India 3. Some stats – Population: 1.28b, Internet users: 1/6, Tablet users: 1/120. Mobile Internet users: 1/10, Social Media users: 1/13 4. Mobile growth presents a tremendous opportunity – Mobile Internet growing faster relative to rest of the world 5. Opportunities: a. Enabling Technologies for Mobile Platforms: plugging a key function within a growing ecosystem e.g. search engine for apps, App personalization & recommendations, performance, analytics and insights, cross platform app development, prototyping tools, design to code technologies, democratization of app development (e.g. andromo, appgeyser), enterprise mobility (e.g. Kony), regional language focus b. Advertising Platforms: programmatic buying platforms, demand- side platforms that can optimize Ad buy ROI’s, unified solutions for multichannel ad spend management to optimize impressions for targeted spending objectives, SMB businesses – managing marketing spends, fraud management c. Personalization Technology: Given current vastness of Internet how to enable users to get relevant and contextual information and explore interests – how, what, where and when of personalization needs to be thought through and pin-pointed technologies like machine learning, large scale data analytics and data mining used to enhance efforts d. Natural Language Processing (NLP), Speech (processing and synthesis), Image and Video Processing: Given that semantic web initiatives have not taken off, self expression through blogging e.g. Tumblr, rich media as opposed to text, deep learning networks for image and video understanding – a new and hot field e. Big Data Analytics as an enabler is the other big area for opportunity 6. Challenges: Cyber security - active threat groups for example have increased +4x since 2011. Also, social implications should be considered carefully e.g. Google glass.]]>
Last Week’s - “Consumer Internet Insights" session sketched trends, opportunities and challenges in this space. Here are the Lounge47 key takeaways: 1. India has become the new “Land of Opportunity” - untapped potential, increased consumer/middle class spending, adoption-cycles shortening due to younger demographic willing to be early adopters, institutional investment in Startups increasing 2. “Cost to Try” is cheaper in India 3. Some stats – Population: 1.28b, Internet users: 1/6, Tablet users: 1/120. Mobile Internet users: 1/10, Social Media users: 1/13 4. Mobile growth presents a tremendous opportunity – Mobile Internet growing faster relative to rest of the world 5. Opportunities: a. Enabling Technologies for Mobile Platforms: plugging a key function within a growing ecosystem e.g. search engine for apps, App personalization & recommendations, performance, analytics and insights, cross platform app development, prototyping tools, design to code technologies, democratization of app development (e.g. andromo, appgeyser), enterprise mobility (e.g. Kony), regional language focus b. Advertising Platforms: programmatic buying platforms, demand- side platforms that can optimize Ad buy ROI’s, unified solutions for multichannel ad spend management to optimize impressions for targeted spending objectives, SMB businesses – managing marketing spends, fraud management c. Personalization Technology: Given current vastness of Internet how to enable users to get relevant and contextual information and explore interests – how, what, where and when of personalization needs to be thought through and pin-pointed technologies like machine learning, large scale data analytics and data mining used to enhance efforts d. Natural Language Processing (NLP), Speech (processing and synthesis), Image and Video Processing: Given that semantic web initiatives have not taken off, self expression through blogging e.g. Tumblr, rich media as opposed to text, deep learning networks for image and video understanding – a new and hot field e. Big Data Analytics as an enabler is the other big area for opportunity 6. Challenges: Cyber security - active threat groups for example have increased +4x since 2011. Also, social implications should be considered carefully e.g. Google glass.]]> Mon, 02 Feb 2015 02:45:06 GMT /slideshow/consumer-insights-jeyandran-venugopal/44148313 Lounge47@slideshare.net(Lounge47) Consumer Internet Insights - Jeyandran Venugopal Lounge47 Last Week’s - “Consumer Internet Insights" session sketched trends, opportunities and challenges in this space. Here are the Lounge47 key takeaways: 1. India has become the new “Land of Opportunity” - untapped potential, increased consumer/middle class spending, adoption-cycles shortening due to younger demographic willing to be early adopters, institutional investment in Startups increasing 2. “Cost to Try” is cheaper in India 3. Some stats – Population: 1.28b, Internet users: 1/6, Tablet users: 1/120. Mobile Internet users: 1/10, Social Media users: 1/13 4. Mobile growth presents a tremendous opportunity – Mobile Internet growing faster relative to rest of the world 5. Opportunities: a. Enabling Technologies for Mobile Platforms: plugging a key function within a growing ecosystem e.g. search engine for apps, App personalization & recommendations, performance, analytics and insights, cross platform app development, prototyping tools, design to code technologies, democratization of app development (e.g. andromo, appgeyser), enterprise mobility (e.g. Kony), regional language focus b. Advertising Platforms: programmatic buying platforms, demand- side platforms that can optimize Ad buy ROI’s, unified solutions for multichannel ad spend management to optimize impressions for targeted spending objectives, SMB businesses – managing marketing spends, fraud management c. Personalization Technology: Given current vastness of Internet how to enable users to get relevant and contextual information and explore interests – how, what, where and when of personalization needs to be thought through and pin-pointed technologies like machine learning, large scale data analytics and data mining used to enhance efforts d. Natural Language Processing (NLP), Speech (processing and synthesis), Image and Video Processing: Given that semantic web initiatives have not taken off, self expression through blogging e.g. Tumblr, rich media as opposed to text, deep learning networks for image and video understanding – a new and hot field e. Big Data Analytics as an enabler is the other big area for opportunity 6. Challenges: Cyber security - active threat groups for example have increased +4x since 2011. Also, social implications should be considered carefully e.g. Google glass. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/consumerinsights-jeyandranvenugopal-150202024506-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Last Week’s - “Consumer Internet Insights" session sketched trends, opportunities and challenges in this space. Here are the Lounge47 key takeaways: 1. India has become the new “Land of Opportunity” - untapped potential, increased consumer/middle class spending, adoption-cycles shortening due to younger demographic willing to be early adopters, institutional investment in Startups increasing 2. “Cost to Try” is cheaper in India 3. Some stats – Population: 1.28b, Internet users: 1/6, Tablet users: 1/120. Mobile Internet users: 1/10, Social Media users: 1/13 4. Mobile growth presents a tremendous opportunity – Mobile Internet growing faster relative to rest of the world 5. Opportunities: a. Enabling Technologies for Mobile Platforms: plugging a key function within a growing ecosystem e.g. search engine for apps, App personalization & recommendations, performance, analytics and insights, cross platform app development, prototyping tools, design to code technologies, democratization of app development (e.g. andromo, appgeyser), enterprise mobility (e.g. Kony), regional language focus b. Advertising Platforms: programmatic buying platforms, demand- side platforms that can optimize Ad buy ROI’s, unified solutions for multichannel ad spend management to optimize impressions for targeted spending objectives, SMB businesses – managing marketing spends, fraud management c. Personalization Technology: Given current vastness of Internet how to enable users to get relevant and contextual information and explore interests – how, what, where and when of personalization needs to be thought through and pin-pointed technologies like machine learning, large scale data analytics and data mining used to enhance efforts d. Natural Language Processing (NLP), Speech (processing and synthesis), Image and Video Processing: Given that semantic web initiatives have not taken off, self expression through blogging e.g. Tumblr, rich media as opposed to text, deep learning networks for image and video understanding – a new and hot field e. Big Data Analytics as an enabler is the other big area for opportunity 6. Challenges: Cyber security - active threat groups for example have increased +4x since 2011. Also, social implications should be considered carefully e.g. Google glass.

Consumer Internet Insights - Jeyandran Venugopal from Lounge47

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0 Creating creative content for social media - Balraj KN, Cartoonist, Illustrator and Writer /slideshow/creating-creative-content-for-social-media/43645864 creatingcreativecontentforsocialmedia-150118220539-conversion-gate01
“Creating Original Content for Social Media" - focused on thoughts and insights around using the medium of cartoons to communicate and promote ideas, products and Startups more effectively. Here are the Lounge47 key takeaways: 1. Do not try to include too many messages in one piece. Keep messages simple. Use images to express them 2. Consumers have low attention span. Cartoons could serve as an effective medium of communication. When cartoons can communicate with no text, they are most powerful 3. To produce effective cartoons, founders need to get crisp on pain point, solution, products, brand, customer, positioning etc. Images should reflect this clarity 4. Riding on current affairs and trends enhances effectiveness 5. Most Social media users fall into the category of content sharers (rather than content creators); think through what would motivate them to repost 6. When using themes and humor, develop a sense of self-censorship 7. Lower your expectations of quality and get started. Quality at first may not be good however with experience and time it will improve. Key message: Start doing. Now. Don’t wait for the “creative” hire at some point in the future.]]>
“Creating Original Content for Social Media" - focused on thoughts and insights around using the medium of cartoons to communicate and promote ideas, products and Startups more effectively. Here are the Lounge47 key takeaways: 1. Do not try to include too many messages in one piece. Keep messages simple. Use images to express them 2. Consumers have low attention span. Cartoons could serve as an effective medium of communication. When cartoons can communicate with no text, they are most powerful 3. To produce effective cartoons, founders need to get crisp on pain point, solution, products, brand, customer, positioning etc. Images should reflect this clarity 4. Riding on current affairs and trends enhances effectiveness 5. Most Social media users fall into the category of content sharers (rather than content creators); think through what would motivate them to repost 6. When using themes and humor, develop a sense of self-censorship 7. Lower your expectations of quality and get started. Quality at first may not be good however with experience and time it will improve. Key message: Start doing. Now. Don’t wait for the “creative” hire at some point in the future.]]> Sun, 18 Jan 2015 22:05:39 GMT /slideshow/creating-creative-content-for-social-media/43645864 Lounge47@slideshare.net(Lounge47) Creating creative content for social media - Balraj KN, Cartoonist, Illustrator and Writer Lounge47 “Creating Original Content for Social Media" - focused on thoughts and insights around using the medium of cartoons to communicate and promote ideas, products and Startups more effectively. Here are the Lounge47 key takeaways: 1. Do not try to include too many messages in one piece. Keep messages simple. Use images to express them 2. Consumers have low attention span. Cartoons could serve as an effective medium of communication. When cartoons can communicate with no text, they are most powerful 3. To produce effective cartoons, founders need to get crisp on pain point, solution, products, brand, customer, positioning etc. Images should reflect this clarity 4. Riding on current affairs and trends enhances effectiveness 5. Most Social media users fall into the category of content sharers (rather than content creators); think through what would motivate them to repost 6. When using themes and humor, develop a sense of self-censorship 7. Lower your expectations of quality and get started. Quality at first may not be good however with experience and time it will improve. Key message: Start doing. Now. Don’t wait for the “creative” hire at some point in the future. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/creatingcreativecontentforsocialmedia-150118220539-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds" /> “Creating Original Content for Social Media" - focused on thoughts and insights around using the medium of cartoons to communicate and promote ideas, products and Startups more effectively. Here are the Lounge47 key takeaways: 1. Do not try to include too many messages in one piece. Keep messages simple. Use images to express them 2. Consumers have low attention span. Cartoons could serve as an effective medium of communication. When cartoons can communicate with no text, they are most powerful 3. To produce effective cartoons, founders need to get crisp on pain point, solution, products, brand, customer, positioning etc. Images should reflect this clarity 4. Riding on current affairs and trends enhances effectiveness 5. Most Social media users fall into the category of content sharers (rather than content creators); think through what would motivate them to repost 6. When using themes and humor, develop a sense of self-censorship 7. Lower your expectations of quality and get started. Quality at first may not be good however with experience and time it will improve. Key message: Start doing. Now. Don’t wait for the “creative” hire at some point in the future.

Creating creative content for social media - Balraj KN, Cartoonist, Illustrator and Writer from Lounge47

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0 Who will pay for IoT and why? - Atanu Roy Chowdhury, Senior Product Manager at Altiux Innovations /slideshow/who-will-pay-for-io-t-and-why/43424494 whowillpayforiotandwhy-150112063451-conversion-gate02
“WHO WILL PAY FOR IoT AND WHY? " was a thought-provoking session. Here are the Lounge47 key takeaways: 1.IoT is a self-organizing system of Internet connected peripheral systems providing new and improved converged services 2.The value of the digitally charged thing in IoT comes from an extension of the local function with new digital services. Thing(s) + IT=Local function + measurements (historical, instantaneous) leading to new services and supercharged functions 3.The IoT hype is about the opportunity to monetize services from 50b connected devices by 2020 4.IoT devices can be classified by human desires - to know (omniscence), for human connection (telepathy), to protect & be protected (safekeeping), to be healthy & vital ( immortality), to move effortlessly (teleportation), to create, make and play (expression) 5.The IoT difference: Edgeware driving value, the “ecosystem of devices” paradigm and the possibilities for entrepreneurship 6.PC to Mobile industry to IoT is transitioning the traditional “top down” to a more collaborative approach 7.Value to the customer: a.high resolution real-time information b.M2M silos interconnected for greater visibility c.Interoperated and leveraged common infrastructure d.low cost solution solving specific consumer pain points e.improved traceability, resource utilization, health and safety 8.Value to developer: a.can handle multiple business models b.can handle multiple deployment models c.can create new products and services to diversify revenues d. Services in addition to devices can be created by developers 8. The actors in the IoT ecosystem – those that, discover new services, deliver supercharged services, create supercharged services, create Smart Things 9.Technical best practices: a.cost of data acquisition is not homogeneous b.diversity in sensors, devices and vendors is endemic c.business requirements can exceed technology reach d.device failures will happen, plan to handle them e. ensure that products are certified f.security is not an afterthought 10.Business best practices: a.device costs are a function of volumes, functionality and robustness b.there is a creepiness factor to IoT solutions c.new services require training d.market potential is hard to guesstimate e.Know your competition f.understand local regulations and tax regimes g.Process changes will be resisted h.Disgruntled customers seldom return 11. Different Business Models should be considered. In summary, IoT offers significant opportunities, but the successful players will be those that emphasize and deliver value relative to existing services rather than just offer new functionality with undeterminable value.]]>
“WHO WILL PAY FOR IoT AND WHY? " was a thought-provoking session. Here are the Lounge47 key takeaways: 1.IoT is a self-organizing system of Internet connected peripheral systems providing new and improved converged services 2.The value of the digitally charged thing in IoT comes from an extension of the local function with new digital services. Thing(s) + IT=Local function + measurements (historical, instantaneous) leading to new services and supercharged functions 3.The IoT hype is about the opportunity to monetize services from 50b connected devices by 2020 4.IoT devices can be classified by human desires - to know (omniscence), for human connection (telepathy), to protect & be protected (safekeeping), to be healthy & vital ( immortality), to move effortlessly (teleportation), to create, make and play (expression) 5.The IoT difference: Edgeware driving value, the “ecosystem of devices” paradigm and the possibilities for entrepreneurship 6.PC to Mobile industry to IoT is transitioning the traditional “top down” to a more collaborative approach 7.Value to the customer: a.high resolution real-time information b.M2M silos interconnected for greater visibility c.Interoperated and leveraged common infrastructure d.low cost solution solving specific consumer pain points e.improved traceability, resource utilization, health and safety 8.Value to developer: a.can handle multiple business models b.can handle multiple deployment models c.can create new products and services to diversify revenues d. Services in addition to devices can be created by developers 8. The actors in the IoT ecosystem – those that, discover new services, deliver supercharged services, create supercharged services, create Smart Things 9.Technical best practices: a.cost of data acquisition is not homogeneous b.diversity in sensors, devices and vendors is endemic c.business requirements can exceed technology reach d.device failures will happen, plan to handle them e. ensure that products are certified f.security is not an afterthought 10.Business best practices: a.device costs are a function of volumes, functionality and robustness b.there is a creepiness factor to IoT solutions c.new services require training d.market potential is hard to guesstimate e.Know your competition f.understand local regulations and tax regimes g.Process changes will be resisted h.Disgruntled customers seldom return 11. Different Business Models should be considered. In summary, IoT offers significant opportunities, but the successful players will be those that emphasize and deliver value relative to existing services rather than just offer new functionality with undeterminable value.]]> Mon, 12 Jan 2015 06:34:51 GMT /slideshow/who-will-pay-for-io-t-and-why/43424494 Lounge47@slideshare.net(Lounge47) Who will pay for IoT and why? - Atanu Roy Chowdhury, Senior Product Manager at Altiux Innovations Lounge47 “WHO WILL PAY FOR IoT AND WHY? " was a thought-provoking session. Here are the Lounge47 key takeaways: 1.IoT is a self-organizing system of Internet connected peripheral systems providing new and improved converged services 2.The value of the digitally charged thing in IoT comes from an extension of the local function with new digital services. Thing(s) + IT=Local function + measurements (historical, instantaneous) leading to new services and supercharged functions 3.The IoT hype is about the opportunity to monetize services from 50b connected devices by 2020 4.IoT devices can be classified by human desires - to know (omniscence), for human connection (telepathy), to protect & be protected (safekeeping), to be healthy & vital ( immortality), to move effortlessly (teleportation), to create, make and play (expression) 5.The IoT difference: Edgeware driving value, the “ecosystem of devices” paradigm and the possibilities for entrepreneurship 6.PC to Mobile industry to IoT is transitioning the traditional “top down” to a more collaborative approach 7.Value to the customer: a.high resolution real-time information b.M2M silos interconnected for greater visibility c.Interoperated and leveraged common infrastructure d.low cost solution solving specific consumer pain points e.improved traceability, resource utilization, health and safety 8.Value to developer: a.can handle multiple business models b.can handle multiple deployment models c.can create new products and services to diversify revenues d. Services in addition to devices can be created by developers 8. The actors in the IoT ecosystem – those that, discover new services, deliver supercharged services, create supercharged services, create Smart Things 9.Technical best practices: a.cost of data acquisition is not homogeneous b.diversity in sensors, devices and vendors is endemic c.business requirements can exceed technology reach d.device failures will happen, plan to handle them e. ensure that products are certified f.security is not an afterthought 10.Business best practices: a.device costs are a function of volumes, functionality and robustness b.there is a creepiness factor to IoT solutions c.new services require training d.market potential is hard to guesstimate e.Know your competition f.understand local regulations and tax regimes g.Process changes will be resisted h.Disgruntled customers seldom return 11. Different Business Models should be considered. In summary, IoT offers significant opportunities, but the successful players will be those that emphasize and deliver value relative to existing services rather than just offer new functionality with undeterminable value. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/whowillpayforiotandwhy-150112063451-conversion-gate02-thumbnail.jpg?width=120&height=120&fit=bounds" /> “WHO WILL PAY FOR IoT AND WHY? " was a thought-provoking session. Here are the Lounge47 key takeaways: 1.IoT is a self-organizing system of Internet connected peripheral systems providing new and improved converged services 2.The value of the digitally charged thing in IoT comes from an extension of the local function with new digital services. Thing(s) + IT=Local function + measurements (historical, instantaneous) leading to new services and supercharged functions 3.The IoT hype is about the opportunity to monetize services from 50b connected devices by 2020 4.IoT devices can be classified by human desires - to know (omniscence), for human connection (telepathy), to protect & be protected (safekeeping), to be healthy & vital ( immortality), to move effortlessly (teleportation), to create, make and play (expression) 5.The IoT difference: Edgeware driving value, the “ecosystem of devices” paradigm and the possibilities for entrepreneurship 6.PC to Mobile industry to IoT is transitioning the traditional “top down” to a more collaborative approach 7.Value to the customer: a.high resolution real-time information b.M2M silos interconnected for greater visibility c.Interoperated and leveraged common infrastructure d.low cost solution solving specific consumer pain points e.improved traceability, resource utilization, health and safety 8.Value to developer: a.can handle multiple business models b.can handle multiple deployment models c.can create new products and services to diversify revenues d. Services in addition to devices can be created by developers 8. The actors in the IoT ecosystem – those that, discover new services, deliver supercharged services, create supercharged services, create Smart Things 9.Technical best practices: a.cost of data acquisition is not homogeneous b.diversity in sensors, devices and vendors is endemic c.business requirements can exceed technology reach d.device failures will happen, plan to handle them e. ensure that products are certified f.security is not an afterthought 10.Business best practices: a.device costs are a function of volumes, functionality and robustness b.there is a creepiness factor to IoT solutions c.new services require training d.market potential is hard to guesstimate e.Know your competition f.understand local regulations and tax regimes g.Process changes will be resisted h.Disgruntled customers seldom return 11. Different Business Models should be considered. In summary, IoT offers significant opportunities, but the successful players will be those that emphasize and deliver value relative to existing services rather than just offer new functionality with undeterminable value.

Who will pay for IoT and why? - Atanu Roy Chowdhury, Senior Product Manager at Altiux Innovations from Lounge47

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0 K-12 EDUCATION - CHALLENGES & OPPORTUNITIES FOR STARTUPS - Balu Pandian, Chairman, Brookfield High /slideshow/k-12-educatiok12-education-challenges-opportunities-for-startups-n-challenges-opportunities-for-startups/43051226 k-12educatiok-12education-challengesopportunitiesforstartupsn-challengesopportunitiesforstartups-141228110729-conversion-gate02
“K-12 EDUCATION - CHALLENGES & OPPORTUNITIES FOR STARTUPS" was a session striking in its simplicity, honesty and practicality. Here are the key Lounge47 take aways: 1. Identify a “real” pain point (eg. Assessment drudgery faced by teachers) and provide a “real” solution 2. Study the website of the institution and align your presentation to meet the vision of the institute 3. Reach out to the Administration Officer (AO) within the educational institute to understand the institute better, the key players and their challenges. Key skill required : Listening 4. Leverage existing relationships e.g. The person that sells transportation buses to the school, whose recommendation would set you up for better success 5. Identify the decision maker – this is more likely to be the person in the organization that has “veto power” – the person who can say “no” to decisions 6. Educational institutes are capital intensive organizations. Capex (capital expenditure, eg. classrooms) takes first priority over Opex. Given this, entrepreneurs have a better chance of success with established institutes. 7. Lead time for Opex decisions is 1 to 4 years. Understand this reality, do not get disheartened if your idea does not get the nod. Call back repeatedly to check status 8. A normal day of school can be hectic. The entrepreneur should understand this and pick a time of the day and time of the year carefully, to ensure that the decision maker has the mental bandwidth to give your proposal full attention. And remember that the truest test of the success of your Startup is not VC funding but a paying customer.]]>
“K-12 EDUCATION - CHALLENGES & OPPORTUNITIES FOR STARTUPS" was a session striking in its simplicity, honesty and practicality. Here are the key Lounge47 take aways: 1. Identify a “real” pain point (eg. Assessment drudgery faced by teachers) and provide a “real” solution 2. Study the website of the institution and align your presentation to meet the vision of the institute 3. Reach out to the Administration Officer (AO) within the educational institute to understand the institute better, the key players and their challenges. Key skill required : Listening 4. Leverage existing relationships e.g. The person that sells transportation buses to the school, whose recommendation would set you up for better success 5. Identify the decision maker – this is more likely to be the person in the organization that has “veto power” – the person who can say “no” to decisions 6. Educational institutes are capital intensive organizations. Capex (capital expenditure, eg. classrooms) takes first priority over Opex. Given this, entrepreneurs have a better chance of success with established institutes. 7. Lead time for Opex decisions is 1 to 4 years. Understand this reality, do not get disheartened if your idea does not get the nod. Call back repeatedly to check status 8. A normal day of school can be hectic. The entrepreneur should understand this and pick a time of the day and time of the year carefully, to ensure that the decision maker has the mental bandwidth to give your proposal full attention. And remember that the truest test of the success of your Startup is not VC funding but a paying customer.]]> Sun, 28 Dec 2014 11:07:29 GMT /slideshow/k-12-educatiok12-education-challenges-opportunities-for-startups-n-challenges-opportunities-for-startups/43051226 Lounge47@slideshare.net(Lounge47) K-12 EDUCATION - CHALLENGES & OPPORTUNITIES FOR STARTUPS - Balu Pandian, Chairman, Brookfield High Lounge47 “K-12 EDUCATION - CHALLENGES & OPPORTUNITIES FOR STARTUPS" was a session striking in its simplicity, honesty and practicality. Here are the key Lounge47 take aways: 1. Identify a “real” pain point (eg. Assessment drudgery faced by teachers) and provide a “real” solution 2. Study the website of the institution and align your presentation to meet the vision of the institute 3. Reach out to the Administration Officer (AO) within the educational institute to understand the institute better, the key players and their challenges. Key skill required : Listening 4. Leverage existing relationships e.g. The person that sells transportation buses to the school, whose recommendation would set you up for better success 5. Identify the decision maker – this is more likely to be the person in the organization that has “veto power” – the person who can say “no” to decisions 6. Educational institutes are capital intensive organizations. Capex (capital expenditure, eg. classrooms) takes first priority over Opex. Given this, entrepreneurs have a better chance of success with established institutes. 7. Lead time for Opex decisions is 1 to 4 years. Understand this reality, do not get disheartened if your idea does not get the nod. Call back repeatedly to check status 8. A normal day of school can be hectic. The entrepreneur should understand this and pick a time of the day and time of the year carefully, to ensure that the decision maker has the mental bandwidth to give your proposal full attention. And remember that the truest test of the success of your Startup is not VC funding but a paying customer. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/k-12educatiok-12education-challengesopportunitiesforstartupsn-challengesopportunitiesforstartups-141228110729-conversion-gate02-thumbnail.jpg?width=120&height=120&fit=bounds" /> “K-12 EDUCATION - CHALLENGES & OPPORTUNITIES FOR STARTUPS" was a session striking in its simplicity, honesty and practicality. Here are the key Lounge47 take aways: 1. Identify a “real” pain point (eg. Assessment drudgery faced by teachers) and provide a “real” solution 2. Study the website of the institution and align your presentation to meet the vision of the institute 3. Reach out to the Administration Officer (AO) within the educational institute to understand the institute better, the key players and their challenges. Key skill required : Listening 4. Leverage existing relationships e.g. The person that sells transportation buses to the school, whose recommendation would set you up for better success 5. Identify the decision maker – this is more likely to be the person in the organization that has “veto power” – the person who can say “no” to decisions 6. Educational institutes are capital intensive organizations. Capex (capital expenditure, eg. classrooms) takes first priority over Opex. Given this, entrepreneurs have a better chance of success with established institutes. 7. Lead time for Opex decisions is 1 to 4 years. Understand this reality, do not get disheartened if your idea does not get the nod. Call back repeatedly to check status 8. A normal day of school can be hectic. The entrepreneur should understand this and pick a time of the day and time of the year carefully, to ensure that the decision maker has the mental bandwidth to give your proposal full attention. And remember that the truest test of the success of your Startup is not VC funding but a paying customer.

K-12 EDUCATION - CHALLENGES & OPPORTUNITIES FOR STARTUPS - Balu Pandian, Chairman, Brookfield High from Lounge47

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0 I am starting up - How do I start coding? - Gautham Pai, an "Entrepreneur, Founder at Jnaapti, Tech coach, Blogger, Free Software Evangelist & Geek /slideshow/i-am-starting-up-how-do-i-start-coding-gautham-pai-an-entrepreneur-founder-at-jnaapti-tech-coach-blogger-free-software-evangelist-geek/42922116 start-coding-141220234025-conversion-gate02-141221222734-conversion-gate02
This session gave practical steps to go from resisting programming to doing it. Here are the key Lounge47 takeaways: 1. Coding is not all that difficult; one needs to be curious and experimental. 2. There are many entrepreneurs who started out with no coding skills but ended up building great products. 3. Demand for programmers outstrips supply. Learning to code is a great way to control your destiny while controlling your burn. 4. Your Startup idea is great training ground. Combine your own research with speaking to peers and mentors to refine your path. 5. Don’t aim to build the perfect product but just enough to communicate your Startup idea, build a team and get investors interested. 6. “Learn to get things done” rather than “Learning for the heck of it”. Don’t get attached to one technology. Starting up has never been easier or cheaper. Computing power, free software, free storage and free analytics – all of these can be leveraged to power your dreams. ]]>
This session gave practical steps to go from resisting programming to doing it. Here are the key Lounge47 takeaways: 1. Coding is not all that difficult; one needs to be curious and experimental. 2. There are many entrepreneurs who started out with no coding skills but ended up building great products. 3. Demand for programmers outstrips supply. Learning to code is a great way to control your destiny while controlling your burn. 4. Your Startup idea is great training ground. Combine your own research with speaking to peers and mentors to refine your path. 5. Don’t aim to build the perfect product but just enough to communicate your Startup idea, build a team and get investors interested. 6. “Learn to get things done” rather than “Learning for the heck of it”. Don’t get attached to one technology. Starting up has never been easier or cheaper. Computing power, free software, free storage and free analytics – all of these can be leveraged to power your dreams. ]]> Sun, 21 Dec 2014 22:27:34 GMT /slideshow/i-am-starting-up-how-do-i-start-coding-gautham-pai-an-entrepreneur-founder-at-jnaapti-tech-coach-blogger-free-software-evangelist-geek/42922116 Lounge47@slideshare.net(Lounge47) I am starting up - How do I start coding? - Gautham Pai, an "Entrepreneur, Founder at Jnaapti, Tech coach, Blogger, Free Software Evangelist & Geek Lounge47 This session gave practical steps to go from resisting programming to doing it. Here are the key Lounge47 takeaways: 1. Coding is not all that difficult; one needs to be curious and experimental. 2. There are many entrepreneurs who started out with no coding skills but ended up building great products. 3. Demand for programmers outstrips supply. Learning to code is a great way to control your destiny while controlling your burn. 4. Your Startup idea is great training ground. Combine your own research with speaking to peers and mentors to refine your path. 5. Don’t aim to build the perfect product but just enough to communicate your Startup idea, build a team and get investors interested. 6. “Learn to get things done” rather than “Learning for the heck of it”. Don’t get attached to one technology. Starting up has never been easier or cheaper. Computing power, free software, free storage and free analytics – all of these can be leveraged to power your dreams. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/start-coding-141220234025-conversion-gate02-141221222734-conversion-gate02-thumbnail.jpg?width=120&height=120&fit=bounds" /> This session gave practical steps to go from resisting programming to doing it. Here are the key Lounge47 takeaways: 1. Coding is not all that difficult; one needs to be curious and experimental. 2. There are many entrepreneurs who started out with no coding skills but ended up building great products. 3. Demand for programmers outstrips supply. Learning to code is a great way to control your destiny while controlling your burn. 4. Your Startup idea is great training ground. Combine your own research with speaking to peers and mentors to refine your path. 5. Don’t aim to build the perfect product but just enough to communicate your Startup idea, build a team and get investors interested. 6. “Learn to get things done” rather than “Learning for the heck of it”. Don’t get attached to one technology. Starting up has never been easier or cheaper. Computing power, free software, free storage and free analytics – all of these can be leveraged to power your dreams.

I am starting up - How do I start coding? - Gautham Pai, an "Entrepreneur, Founder at Jnaapti, Tech coach, Blogger, Free Software Evangelist & Geek from Lounge47

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0 Online Advertising - Monetization Models Explained - Jayant Nandan /slideshow/online-advertising-monetization-models-explained-jayant-nandan/42467161 onlineadvertising-monetizationmodelsexplained-jayantnandan-141208062218-conversion-gate02
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]]> Mon, 08 Dec 2014 06:22:18 GMT /slideshow/online-advertising-monetization-models-explained-jayant-nandan/42467161 Lounge47@slideshare.net(Lounge47) Online Advertising - Monetization Models Explained - Jayant Nandan Lounge47 <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/onlineadvertising-monetizationmodelsexplained-jayantnandan-141208062218-conversion-gate02-thumbnail.jpg?width=120&height=120&fit=bounds" />

Online Advertising - Monetization Models Explained - Jayant Nandan from Lounge47

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0 Bare Essentials - A practical guide to building a lean Startup - Karthik Ramanujam is currently Digital Sales & MD, CricHQ /Lounge47/bare-essentials-a-practical-guide-to-building-a-lean-startup bareessentials-leanstartup-141203094702-conversion-gate01
“Bare Essentials – A Practical Guide to Building a Lean Startup”, was followed with an extended Q & A session. Background: The 'Lean Startup' term was popularized by entrepreneur Eric Reis on his blog “Startup Lessons Learned” and in his 2011 best selling book - ”The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses”. From last week’s talk and discussion, here are the key Lounge47 takeaways: 1) Lean Startup philosophy prescribes “experimentation over elaborate planning, customer feedback over intuition, and iterative design over traditional upfront big design” 2) Rather than develop a conventional business plan, build a business model after executing key steps - a. Develop hypotheses b. Test hypotheses by getting feedback from potential users, purchasers and partners c. Develop product “iteratively and incrementally with minimum waste of resources”, including time. Basically, Build, Measure & Learn quickly 3) Lean Startup founders discuss their ideas and seek feedback rather than operate in secrecy or “stealth mode” 4) Popular terms - MVP (Minimum Viable Product): a minimum version of product that “cuts the fat, not the essence”; Pivot (a sudden shift in strategy) affecting any and all critical moving parts of the business. The Lean Startup is more a mindset and approach – there is no recipe book and founders have to make judgment calls for their Startups. The Q&A addressed such specific issues. ]]>
“Bare Essentials – A Practical Guide to Building a Lean Startup”, was followed with an extended Q & A session. Background: The 'Lean Startup' term was popularized by entrepreneur Eric Reis on his blog “Startup Lessons Learned” and in his 2011 best selling book - ”The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses”. From last week’s talk and discussion, here are the key Lounge47 takeaways: 1) Lean Startup philosophy prescribes “experimentation over elaborate planning, customer feedback over intuition, and iterative design over traditional upfront big design” 2) Rather than develop a conventional business plan, build a business model after executing key steps - a. Develop hypotheses b. Test hypotheses by getting feedback from potential users, purchasers and partners c. Develop product “iteratively and incrementally with minimum waste of resources”, including time. Basically, Build, Measure & Learn quickly 3) Lean Startup founders discuss their ideas and seek feedback rather than operate in secrecy or “stealth mode” 4) Popular terms - MVP (Minimum Viable Product): a minimum version of product that “cuts the fat, not the essence”; Pivot (a sudden shift in strategy) affecting any and all critical moving parts of the business. The Lean Startup is more a mindset and approach – there is no recipe book and founders have to make judgment calls for their Startups. The Q&A addressed such specific issues. ]]> Wed, 03 Dec 2014 09:47:02 GMT /Lounge47/bare-essentials-a-practical-guide-to-building-a-lean-startup Lounge47@slideshare.net(Lounge47) Bare Essentials - A practical guide to building a lean Startup - Karthik Ramanujam is currently Digital Sales & MD, CricHQ Lounge47 “Bare Essentials – A Practical Guide to Building a Lean Startup”, was followed with an extended Q & A session. Background: The 'Lean Startup' term was popularized by entrepreneur Eric Reis on his blog “Startup Lessons Learned” and in his 2011 best selling book - ”The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses”. From last week’s talk and discussion, here are the key Lounge47 takeaways: 1) Lean Startup philosophy prescribes “experimentation over elaborate planning, customer feedback over intuition, and iterative design over traditional upfront big design” 2) Rather than develop a conventional business plan, build a business model after executing key steps - a. Develop hypotheses b. Test hypotheses by getting feedback from potential users, purchasers and partners c. Develop product “iteratively and incrementally with minimum waste of resources”, including time. Basically, Build, Measure & Learn quickly 3) Lean Startup founders discuss their ideas and seek feedback rather than operate in secrecy or “stealth mode” 4) Popular terms - MVP (Minimum Viable Product): a minimum version of product that “cuts the fat, not the essence”; Pivot (a sudden shift in strategy) affecting any and all critical moving parts of the business. The Lean Startup is more a mindset and approach – there is no recipe book and founders have to make judgment calls for their Startups. The Q&A addressed such specific issues. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/bareessentials-leanstartup-141203094702-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds" /> “Bare Essentials – A Practical Guide to Building a Lean Startup”, was followed with an extended Q & A session. Background: The 'Lean Startup' term was popularized by entrepreneur Eric Reis on his blog “Startup Lessons Learned” and in his 2011 best selling book - ”The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses”. From last week’s talk and discussion, here are the key Lounge47 takeaways: 1) Lean Startup philosophy prescribes “experimentation over elaborate planning, customer feedback over intuition, and iterative design over traditional upfront big design” 2) Rather than develop a conventional business plan, build a business model after executing key steps - a. Develop hypotheses b. Test hypotheses by getting feedback from potential users, purchasers and partners c. Develop product “iteratively and incrementally with minimum waste of resources”, including time. Basically, Build, Measure & Learn quickly 3) Lean Startup founders discuss their ideas and seek feedback rather than operate in secrecy or “stealth mode” 4) Popular terms - MVP (Minimum Viable Product): a minimum version of product that “cuts the fat, not the essence”; Pivot (a sudden shift in strategy) affecting any and all critical moving parts of the business. The Lean Startup is more a mindset and approach – there is no recipe book and founders have to make judgment calls for their Startups. The Q&A addressed such specific issues.

Bare Essentials - A practical guide to building a lean Startup - Karthik Ramanujam is currently Digital Sales & MD, CricHQ from Lounge47

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0 Do's & dont's of funding - Kiran Bettadapur Kiran Bettadapur - entrepreneur, engineer, lawyer and author is former Cofounder/CEO of Cylive Corporation /slideshow/dos-donts-of-funding-kiran-bettadapur/41905523 dosdontsoffunding-141122225022-conversion-gate01
“Do's & Dont's of Funding” was last Saturday's session. It was a run-down of case study briefs to demonstrate the realities of funding. Here is the Lounge47 Summary: 1) Do not be in a hurry to get funded. Bootstrap as much as you can 2) Understand the “funding” paradigm. VC initial agreement to fund (term sheet) do not automatically translate into success; it just signifies the beginning of even harder work. 3) Research, seek professional advice, pick a VC carefully, and keep your pitch understandable and credible. 4) Your VC pitch is about selling you, your company and your product. Let passion tell your story 5) Prepare for your ask. And, be able to communicate a detailed plan of your spend 6) Think through profit, scalability, predictability, sustainability and de-risking your Startup upfront 7) Consider other funding sources like ex-entrepreneurs or executives 8) Getting the attention of the funding community is difficult; get resilient 9) If your Startup is generating receipts, you will gain leverage on funding, and in some cases, it may lead to self-sustenance without funding. 10) Do's: Focus on the business model, have self-belief, be detailed and thorough, drill down on use cases, be disruptive, focus on cash flows, be realistic. Dont's: don't rush things, don’t screw up after funding.]]>
“Do's & Dont's of Funding” was last Saturday's session. It was a run-down of case study briefs to demonstrate the realities of funding. Here is the Lounge47 Summary: 1) Do not be in a hurry to get funded. Bootstrap as much as you can 2) Understand the “funding” paradigm. VC initial agreement to fund (term sheet) do not automatically translate into success; it just signifies the beginning of even harder work. 3) Research, seek professional advice, pick a VC carefully, and keep your pitch understandable and credible. 4) Your VC pitch is about selling you, your company and your product. Let passion tell your story 5) Prepare for your ask. And, be able to communicate a detailed plan of your spend 6) Think through profit, scalability, predictability, sustainability and de-risking your Startup upfront 7) Consider other funding sources like ex-entrepreneurs or executives 8) Getting the attention of the funding community is difficult; get resilient 9) If your Startup is generating receipts, you will gain leverage on funding, and in some cases, it may lead to self-sustenance without funding. 10) Do's: Focus on the business model, have self-belief, be detailed and thorough, drill down on use cases, be disruptive, focus on cash flows, be realistic. Dont's: don't rush things, don’t screw up after funding.]]> Sat, 22 Nov 2014 22:50:22 GMT /slideshow/dos-donts-of-funding-kiran-bettadapur/41905523 Lounge47@slideshare.net(Lounge47) Do's & dont's of funding - Kiran Bettadapur Kiran Bettadapur - entrepreneur, engineer, lawyer and author is former Cofounder/CEO of Cylive Corporation Lounge47 “Do's & Dont's of Funding” was last Saturday's session. It was a run-down of case study briefs to demonstrate the realities of funding. Here is the Lounge47 Summary: 1) Do not be in a hurry to get funded. Bootstrap as much as you can 2) Understand the “funding” paradigm. VC initial agreement to fund (term sheet) do not automatically translate into success; it just signifies the beginning of even harder work. 3) Research, seek professional advice, pick a VC carefully, and keep your pitch understandable and credible. 4) Your VC pitch is about selling you, your company and your product. Let passion tell your story 5) Prepare for your ask. And, be able to communicate a detailed plan of your spend 6) Think through profit, scalability, predictability, sustainability and de-risking your Startup upfront 7) Consider other funding sources like ex-entrepreneurs or executives 8) Getting the attention of the funding community is difficult; get resilient 9) If your Startup is generating receipts, you will gain leverage on funding, and in some cases, it may lead to self-sustenance without funding. 10) Do's: Focus on the business model, have self-belief, be detailed and thorough, drill down on use cases, be disruptive, focus on cash flows, be realistic. Dont's: don't rush things, don’t screw up after funding. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/dosdontsoffunding-141122225022-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds" /> “Do's & Dont's of Funding” was last Saturday's session. It was a run-down of case study briefs to demonstrate the realities of funding. Here is the Lounge47 Summary: 1) Do not be in a hurry to get funded. Bootstrap as much as you can 2) Understand the “funding” paradigm. VC initial agreement to fund (term sheet) do not automatically translate into success; it just signifies the beginning of even harder work. 3) Research, seek professional advice, pick a VC carefully, and keep your pitch understandable and credible. 4) Your VC pitch is about selling you, your company and your product. Let passion tell your story 5) Prepare for your ask. And, be able to communicate a detailed plan of your spend 6) Think through profit, scalability, predictability, sustainability and de-risking your Startup upfront 7) Consider other funding sources like ex-entrepreneurs or executives 8) Getting the attention of the funding community is difficult; get resilient 9) If your Startup is generating receipts, you will gain leverage on funding, and in some cases, it may lead to self-sustenance without funding. 10) Do's: Focus on the business model, have self-belief, be detailed and thorough, drill down on use cases, be disruptive, focus on cash flows, be realistic. Dont's: don't rush things, don’t screw up after funding.

Do's & dont's of funding - Kiran Bettadapur Kiran Bettadapur - entrepreneur, engineer, lawyer and author is former Cofounder/CEO of Cylive Corporation from Lounge47

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0 Protecting intellectual property (ip) at startups - Ravi Vaikuntachar, Manager - IP Analytics, Honeywell /slideshow/protecting-intellectual-property-ip-at-startups-ravi-vaikuntachar-manager-ip-analytics-honeywell/41892635 protectingintellectualpropertyipatstartups-141122101633-conversion-gate01
“Protecting Intellectual Property at Startups” was a highly interactive one with questions from entrepreneurs leading to much learning for all. Some key takeaways from the session: 1) IP is not a “ghost” to be feared, but a “friend” to be nurtured 2) Familiarize yourself with all aspects of IP relevant to your business and your idea. Just being informed helps you manage about 70% of the risk 3) The vision of the Startup should lead to an IP strategy that allows easy answers to key questions like – Should I patent or not? Which markets should I file patents in? etc. 4) Myths around IP should be shattered (example: unclear explanations of ideas to obfuscate full disclosure can leave Startups with a lack of protection) 5) The philosophy of patent protection should be understood – Governments give inventors a monopoly for a certain period of time in return for full disclosure from the inventors so that the next inventor/entrepreneur can execute and push the envelope for the general benefit of society 6) Misuse of patents can kill a company. Founders should do an initial patent search to ensure that they are not in violation. 7) Patent services companies are highly skilled (and expensive) but Startups may want to consider hiring these services because shortcuts often lead to significant exposure 8) Startups that are bootstrapping, can consider a provisional patent filing 9) Intellectual property is not just patents - Copyrights, Trademarks and Trade Secrets offer protections that should be considered as well. Indian entrepreneurs should take IP seriously to build credible businesses.]]>
“Protecting Intellectual Property at Startups” was a highly interactive one with questions from entrepreneurs leading to much learning for all. Some key takeaways from the session: 1) IP is not a “ghost” to be feared, but a “friend” to be nurtured 2) Familiarize yourself with all aspects of IP relevant to your business and your idea. Just being informed helps you manage about 70% of the risk 3) The vision of the Startup should lead to an IP strategy that allows easy answers to key questions like – Should I patent or not? Which markets should I file patents in? etc. 4) Myths around IP should be shattered (example: unclear explanations of ideas to obfuscate full disclosure can leave Startups with a lack of protection) 5) The philosophy of patent protection should be understood – Governments give inventors a monopoly for a certain period of time in return for full disclosure from the inventors so that the next inventor/entrepreneur can execute and push the envelope for the general benefit of society 6) Misuse of patents can kill a company. Founders should do an initial patent search to ensure that they are not in violation. 7) Patent services companies are highly skilled (and expensive) but Startups may want to consider hiring these services because shortcuts often lead to significant exposure 8) Startups that are bootstrapping, can consider a provisional patent filing 9) Intellectual property is not just patents - Copyrights, Trademarks and Trade Secrets offer protections that should be considered as well. Indian entrepreneurs should take IP seriously to build credible businesses.]]> Sat, 22 Nov 2014 10:16:33 GMT /slideshow/protecting-intellectual-property-ip-at-startups-ravi-vaikuntachar-manager-ip-analytics-honeywell/41892635 Lounge47@slideshare.net(Lounge47) Protecting intellectual property (ip) at startups - Ravi Vaikuntachar, Manager - IP Analytics, Honeywell Lounge47 “Protecting Intellectual Property at Startups” was a highly interactive one with questions from entrepreneurs leading to much learning for all. Some key takeaways from the session: 1) IP is not a “ghost” to be feared, but a “friend” to be nurtured 2) Familiarize yourself with all aspects of IP relevant to your business and your idea. Just being informed helps you manage about 70% of the risk 3) The vision of the Startup should lead to an IP strategy that allows easy answers to key questions like – Should I patent or not? Which markets should I file patents in? etc. 4) Myths around IP should be shattered (example: unclear explanations of ideas to obfuscate full disclosure can leave Startups with a lack of protection) 5) The philosophy of patent protection should be understood – Governments give inventors a monopoly for a certain period of time in return for full disclosure from the inventors so that the next inventor/entrepreneur can execute and push the envelope for the general benefit of society 6) Misuse of patents can kill a company. Founders should do an initial patent search to ensure that they are not in violation. 7) Patent services companies are highly skilled (and expensive) but Startups may want to consider hiring these services because shortcuts often lead to significant exposure 8) Startups that are bootstrapping, can consider a provisional patent filing 9) Intellectual property is not just patents - Copyrights, Trademarks and Trade Secrets offer protections that should be considered as well. Indian entrepreneurs should take IP seriously to build credible businesses. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/protectingintellectualpropertyipatstartups-141122101633-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds" /> “Protecting Intellectual Property at Startups” was a highly interactive one with questions from entrepreneurs leading to much learning for all. Some key takeaways from the session: 1) IP is not a “ghost” to be feared, but a “friend” to be nurtured 2) Familiarize yourself with all aspects of IP relevant to your business and your idea. Just being informed helps you manage about 70% of the risk 3) The vision of the Startup should lead to an IP strategy that allows easy answers to key questions like – Should I patent or not? Which markets should I file patents in? etc. 4) Myths around IP should be shattered (example: unclear explanations of ideas to obfuscate full disclosure can leave Startups with a lack of protection) 5) The philosophy of patent protection should be understood – Governments give inventors a monopoly for a certain period of time in return for full disclosure from the inventors so that the next inventor/entrepreneur can execute and push the envelope for the general benefit of society 6) Misuse of patents can kill a company. Founders should do an initial patent search to ensure that they are not in violation. 7) Patent services companies are highly skilled (and expensive) but Startups may want to consider hiring these services because shortcuts often lead to significant exposure 8) Startups that are bootstrapping, can consider a provisional patent filing 9) Intellectual property is not just patents - Copyrights, Trademarks and Trade Secrets offer protections that should be considered as well. Indian entrepreneurs should take IP seriously to build credible businesses.

Protecting intellectual property (ip) at startups - Ravi Vaikuntachar, Manager - IP Analytics, Honeywell from Lounge47

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0 IoT-Where is the Money? - Chandrashekar Raman, Engagement Manager, IoT Strategy, Cisco,11th Oct. 2014 /slideshow/iotwhere-is-the-money-chandrashekar-raman-cisco-sytems-11th-oct-2014/40162182 iot-whereisthemoney-141012054355-conversion-gate01
“Internet of Things (IoT) – Where is the Money?” - This talk highlighted the need for innovative business and technical models. Top 5 key takeaways from the session: 1) Analyze business models from the perspective of targeting “control points” (allows disproportionate share of value e.g. platform), “network externalities” (users generate more users e.g. facebook) and “virtuous cycle” (self-propogating value system e.g. Twitter: tweets generating more, value, tweeters and users) 2) Fog computing (solutions at the edge of the network) should be considered for "time sensitive" or "mission critical" solutions 3) IoT Stats 2013: $1.7B funding, 186 deals, 30% up YOY, 75% up on exits, largely in platforms; Cisco estimates 50B connected devices by 2020, economic value of 19 trillion added in next decade 4) Manufacturing and Smart Cities most immediate opportunities in Enterprise space 5) Key Challenges are security and time-sensitive networking. In summary, IoT Startups focused in a hot space need to pick clever business models relative to the competition.]]>
“Internet of Things (IoT) – Where is the Money?” - This talk highlighted the need for innovative business and technical models. Top 5 key takeaways from the session: 1) Analyze business models from the perspective of targeting “control points” (allows disproportionate share of value e.g. platform), “network externalities” (users generate more users e.g. facebook) and “virtuous cycle” (self-propogating value system e.g. Twitter: tweets generating more, value, tweeters and users) 2) Fog computing (solutions at the edge of the network) should be considered for "time sensitive" or "mission critical" solutions 3) IoT Stats 2013: $1.7B funding, 186 deals, 30% up YOY, 75% up on exits, largely in platforms; Cisco estimates 50B connected devices by 2020, economic value of 19 trillion added in next decade 4) Manufacturing and Smart Cities most immediate opportunities in Enterprise space 5) Key Challenges are security and time-sensitive networking. In summary, IoT Startups focused in a hot space need to pick clever business models relative to the competition.]]> Sun, 12 Oct 2014 05:43:55 GMT /slideshow/iotwhere-is-the-money-chandrashekar-raman-cisco-sytems-11th-oct-2014/40162182 Lounge47@slideshare.net(Lounge47) IoT-Where is the Money? - Chandrashekar Raman, Engagement Manager, IoT Strategy, Cisco,11th Oct. 2014 Lounge47 “Internet of Things (IoT) – Where is the Money?” - This talk highlighted the need for innovative business and technical models. Top 5 key takeaways from the session: 1) Analyze business models from the perspective of targeting “control points” (allows disproportionate share of value e.g. platform), “network externalities” (users generate more users e.g. facebook) and “virtuous cycle” (self-propogating value system e.g. Twitter: tweets generating more, value, tweeters and users) 2) Fog computing (solutions at the edge of the network) should be considered for "time sensitive" or "mission critical" solutions 3) IoT Stats 2013: $1.7B funding, 186 deals, 30% up YOY, 75% up on exits, largely in platforms; Cisco estimates 50B connected devices by 2020, economic value of 19 trillion added in next decade 4) Manufacturing and Smart Cities most immediate opportunities in Enterprise space 5) Key Challenges are security and time-sensitive networking. In summary, IoT Startups focused in a hot space need to pick clever business models relative to the competition. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/iot-whereisthemoney-141012054355-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds" /> “Internet of Things (IoT) – Where is the Money?” - This talk highlighted the need for innovative business and technical models. Top 5 key takeaways from the session: 1) Analyze business models from the perspective of targeting “control points” (allows disproportionate share of value e.g. platform), “network externalities” (users generate more users e.g. facebook) and “virtuous cycle” (self-propogating value system e.g. Twitter: tweets generating more, value, tweeters and users) 2) Fog computing (solutions at the edge of the network) should be considered for "time sensitive" or "mission critical" solutions 3) IoT Stats 2013: $1.7B funding, 186 deals, 30% up YOY, 75% up on exits, largely in platforms; Cisco estimates 50B connected devices by 2020, economic value of 19 trillion added in next decade 4) Manufacturing and Smart Cities most immediate opportunities in Enterprise space 5) Key Challenges are security and time-sensitive networking. In summary, IoT Startups focused in a hot space need to pick clever business models relative to the competition.

IoT-Where is the Money? - Chandrashekar Raman, Engagement Manager, IoT Strategy, Cisco,11th Oct. 2014 from Lounge47

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0 Driving Social Change Through Entrepreneurship - Ashok Panikkar, Director Meta-Culture /Lounge47/driving-social-change-through-entrepreneurship-workshop-version-2 socialchangeandentrepreneurshipworkshopversion2-140921032820-phpapp02
“Driving Social Change Through Entrepreneurship” was an intense session that made the following key points: 1. Social entrepreneurs must evolve to the point where they understand themselves better in terms of their true motivations – that is when they can be responsible to the people whose lives they impact 2. Just good intentions are not enough, and “conscious risks” rather than “calculated risks” lead to more powerful solutions 3. Understanding deep context of the problem area is important in order to avoid solutions that create other or bigger problems 4. A mindset is required that tools, skills and expertise be acquired through collaboration and learning, rather than by relying on expertise gained earlier 5. Entrepreneurship could solve social problems faster than governments or organizations, and the time is right in India today. In summary, find your “inner genius” and act, rather than just be another expert in the landscape..]]>
“Driving Social Change Through Entrepreneurship” was an intense session that made the following key points: 1. Social entrepreneurs must evolve to the point where they understand themselves better in terms of their true motivations – that is when they can be responsible to the people whose lives they impact 2. Just good intentions are not enough, and “conscious risks” rather than “calculated risks” lead to more powerful solutions 3. Understanding deep context of the problem area is important in order to avoid solutions that create other or bigger problems 4. A mindset is required that tools, skills and expertise be acquired through collaboration and learning, rather than by relying on expertise gained earlier 5. Entrepreneurship could solve social problems faster than governments or organizations, and the time is right in India today. In summary, find your “inner genius” and act, rather than just be another expert in the landscape..]]> Sun, 21 Sep 2014 03:28:20 GMT /Lounge47/driving-social-change-through-entrepreneurship-workshop-version-2 Lounge47@slideshare.net(Lounge47) Driving Social Change Through Entrepreneurship - Ashok Panikkar, Director Meta-Culture Lounge47 “Driving Social Change Through Entrepreneurship” was an intense session that made the following key points: 1. Social entrepreneurs must evolve to the point where they understand themselves better in terms of their true motivations – that is when they can be responsible to the people whose lives they impact 2. Just good intentions are not enough, and “conscious risks” rather than “calculated risks” lead to more powerful solutions 3. Understanding deep context of the problem area is important in order to avoid solutions that create other or bigger problems 4. A mindset is required that tools, skills and expertise be acquired through collaboration and learning, rather than by relying on expertise gained earlier 5. Entrepreneurship could solve social problems faster than governments or organizations, and the time is right in India today. In summary, find your “inner genius” and act, rather than just be another expert in the landscape.. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/socialchangeandentrepreneurshipworkshopversion2-140921032820-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> “Driving Social Change Through Entrepreneurship” was an intense session that made the following key points: 1. Social entrepreneurs must evolve to the point where they understand themselves better in terms of their true motivations – that is when they can be responsible to the people whose lives they impact 2. Just good intentions are not enough, and “conscious risks” rather than “calculated risks” lead to more powerful solutions 3. Understanding deep context of the problem area is important in order to avoid solutions that create other or bigger problems 4. A mindset is required that tools, skills and expertise be acquired through collaboration and learning, rather than by relying on expertise gained earlier 5. Entrepreneurship could solve social problems faster than governments or organizations, and the time is right in India today. In summary, find your “inner genius” and act, rather than just be another expert in the landscape..

Driving Social Change Through Entrepreneurship - Ashok Panikkar, Director Meta-Culture from Lounge47

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0 Financial Sector - Opportunities for Disruption /slideshow/financial-sector-opportunities-for-disruption/39181357 financialsector-opportunitiesforstartups-140917025316-phpapp02
“Financial Sector – Opportunities for Disruption” was a session tailor-made for finance enthusiasts and experts. Some key takeaways: 1. The size of the financial sector in India is relatively small but is growing rapidly relative to any other financial market 2. There are a number of pain points that need to be addressed 3. Barriers to entry come in many forms - regulations, high Capex costs etc – however, there are ways to lower these barriers with collaborative approaches 4. Given these trends, there are great opportunities now more than before, to bring value propositions into this sector.]]>
“Financial Sector – Opportunities for Disruption” was a session tailor-made for finance enthusiasts and experts. Some key takeaways: 1. The size of the financial sector in India is relatively small but is growing rapidly relative to any other financial market 2. There are a number of pain points that need to be addressed 3. Barriers to entry come in many forms - regulations, high Capex costs etc – however, there are ways to lower these barriers with collaborative approaches 4. Given these trends, there are great opportunities now more than before, to bring value propositions into this sector.]]> Wed, 17 Sep 2014 02:53:16 GMT /slideshow/financial-sector-opportunities-for-disruption/39181357 Lounge47@slideshare.net(Lounge47) Financial Sector - Opportunities for Disruption Lounge47 “Financial Sector – Opportunities for Disruption” was a session tailor-made for finance enthusiasts and experts. Some key takeaways: 1. The size of the financial sector in India is relatively small but is growing rapidly relative to any other financial market 2. There are a number of pain points that need to be addressed 3. Barriers to entry come in many forms - regulations, high Capex costs etc – however, there are ways to lower these barriers with collaborative approaches 4. Given these trends, there are great opportunities now more than before, to bring value propositions into this sector. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/financialsector-opportunitiesforstartups-140917025316-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> “Financial Sector – Opportunities for Disruption” was a session tailor-made for finance enthusiasts and experts. Some key takeaways: 1. The size of the financial sector in India is relatively small but is growing rapidly relative to any other financial market 2. There are a number of pain points that need to be addressed 3. Barriers to entry come in many forms - regulations, high Capex costs etc – however, there are ways to lower these barriers with collaborative approaches 4. Given these trends, there are great opportunities now more than before, to bring value propositions into this sector.

Financial Sector - Opportunities for Disruption from Lounge47

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0 Learnings from Scaling (Businesses), Gunaseelan Radhakrishnan, Entrepreneur /Lounge47/learnings-from-scaling-businesses-lounge47-23aug learningsfromscalingbusinesses-lounge4723aug-140827072921-phpapp01
Learnings from Scaling” imparted the wisdom that great success is within reach if a Startup plans to scale. When the prototype is complete, and the value of the product has been demonstrated to a few customer prospects, it is also the right time to think through scale and more importantly, prepare for it. Key takeaways - 1. Say 'No' more often than “Yes” to keep razor focus 2. Develop a work culture that fosters execution 3. Set aggressive goals, however, be in touch with market forces and rally teams to achieve them 4. Create good process and a flexible organization rather than rely on ad-hoc measures 5. Identify star performers and reward with prominence rather than monetary benefits. ]]>
Learnings from Scaling” imparted the wisdom that great success is within reach if a Startup plans to scale. When the prototype is complete, and the value of the product has been demonstrated to a few customer prospects, it is also the right time to think through scale and more importantly, prepare for it. Key takeaways - 1. Say 'No' more often than “Yes” to keep razor focus 2. Develop a work culture that fosters execution 3. Set aggressive goals, however, be in touch with market forces and rally teams to achieve them 4. Create good process and a flexible organization rather than rely on ad-hoc measures 5. Identify star performers and reward with prominence rather than monetary benefits. ]]> Wed, 27 Aug 2014 07:29:21 GMT /Lounge47/learnings-from-scaling-businesses-lounge47-23aug Lounge47@slideshare.net(Lounge47) Learnings from Scaling (Businesses), Gunaseelan Radhakrishnan, Entrepreneur Lounge47 Learnings from Scaling” imparted the wisdom that great success is within reach if a Startup plans to scale. When the prototype is complete, and the value of the product has been demonstrated to a few customer prospects, it is also the right time to think through scale and more importantly, prepare for it. Key takeaways - 1. Say 'No' more often than “Yes” to keep razor focus 2. Develop a work culture that fosters execution 3. Set aggressive goals, however, be in touch with market forces and rally teams to achieve them 4. Create good process and a flexible organization rather than rely on ad-hoc measures 5. Identify star performers and reward with prominence rather than monetary benefits. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/learningsfromscalingbusinesses-lounge4723aug-140827072921-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Learnings from Scaling” imparted the wisdom that great success is within reach if a Startup plans to scale. When the prototype is complete, and the value of the product has been demonstrated to a few customer prospects, it is also the right time to think through scale and more importantly, prepare for it. Key takeaways - 1. Say 'No' more often than “Yes” to keep razor focus 2. Develop a work culture that fosters execution 3. Set aggressive goals, however, be in touch with market forces and rally teams to achieve them 4. Create good process and a flexible organization rather than rely on ad-hoc measures 5. Identify star performers and reward with prominence rather than monetary benefits.

Learnings from Scaling (Businesses), Gunaseelan Radhakrishnan, Entrepreneur from Lounge47

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0 Skills & Myths of an Innovative Entrepreneur /Lounge47/skills-myths-of-an-innovative-entrepreneur skillsmythsofaninnovativeentrepreneur-140817073326-phpapp02
“Skills & Myths of an Innovative Entrepreneur” managed to educate and motivate. Innovation requires the “intuitive mind” and the “rational mind” to work in tandem, bringing the forces of hard work, keen observation, tedious research (reading & experiencing), understanding of trends and gaps to identify a problem and re-frame it into one worth solving. This becomes a viable Startup idea. The session also tackled Myths like “You are born innovative”, “Entrepreneurs are gamblers”, “Good ideas automatically attract funding” and so on – commonly held beliefs. The most motivating message we were left with – everybody can be innovative, one just needs to develop the skills and behavior to be that – an innovative entrepreneur.]]>
“Skills & Myths of an Innovative Entrepreneur” managed to educate and motivate. Innovation requires the “intuitive mind” and the “rational mind” to work in tandem, bringing the forces of hard work, keen observation, tedious research (reading & experiencing), understanding of trends and gaps to identify a problem and re-frame it into one worth solving. This becomes a viable Startup idea. The session also tackled Myths like “You are born innovative”, “Entrepreneurs are gamblers”, “Good ideas automatically attract funding” and so on – commonly held beliefs. The most motivating message we were left with – everybody can be innovative, one just needs to develop the skills and behavior to be that – an innovative entrepreneur.]]> Sun, 17 Aug 2014 07:33:25 GMT /Lounge47/skills-myths-of-an-innovative-entrepreneur Lounge47@slideshare.net(Lounge47) Skills & Myths of an Innovative Entrepreneur Lounge47 “Skills & Myths of an Innovative Entrepreneur” managed to educate and motivate. Innovation requires the “intuitive mind” and the “rational mind” to work in tandem, bringing the forces of hard work, keen observation, tedious research (reading & experiencing), understanding of trends and gaps to identify a problem and re-frame it into one worth solving. This becomes a viable Startup idea. The session also tackled Myths like “You are born innovative”, “Entrepreneurs are gamblers”, “Good ideas automatically attract funding” and so on – commonly held beliefs. The most motivating message we were left with – everybody can be innovative, one just needs to develop the skills and behavior to be that – an innovative entrepreneur. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/skillsmythsofaninnovativeentrepreneur-140817073326-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> “Skills & Myths of an Innovative Entrepreneur” managed to educate and motivate. Innovation requires the “intuitive mind” and the “rational mind” to work in tandem, bringing the forces of hard work, keen observation, tedious research (reading & experiencing), understanding of trends and gaps to identify a problem and re-frame it into one worth solving. This becomes a viable Startup idea. The session also tackled Myths like “You are born innovative”, “Entrepreneurs are gamblers”, “Good ideas automatically attract funding” and so on – commonly held beliefs. The most motivating message we were left with – everybody can be innovative, one just needs to develop the skills and behavior to be that – an innovative entrepreneur.

Skills & Myths of an Innovative Entrepreneur from Lounge47

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0 Angel Investment Insights /slideshow/ian-idea-to-funding/37599556 ianideatofunding-140802102251-phpapp01
“Angel Investment Insights” were one investor’s opinion about one specific network - Indian Angel Network (IAN). Angel funds and the “quality of money” that they bring is an important aspect for a Startup to consider. Key takeaways from the presentation 1) India has a number of rural and social problems – IAN “Impact”, a sub group of IAN encourages Startups that address these problems 2) IAN takes up to 30 % equity for its investments starting at 25lakhs ($40000) 3) IAN takes 5% equity when it only mentors and does not fund a Startup.]]>
“Angel Investment Insights” were one investor’s opinion about one specific network - Indian Angel Network (IAN). Angel funds and the “quality of money” that they bring is an important aspect for a Startup to consider. Key takeaways from the presentation 1) India has a number of rural and social problems – IAN “Impact”, a sub group of IAN encourages Startups that address these problems 2) IAN takes up to 30 % equity for its investments starting at 25lakhs ($40000) 3) IAN takes 5% equity when it only mentors and does not fund a Startup.]]> Sat, 02 Aug 2014 10:22:51 GMT /slideshow/ian-idea-to-funding/37599556 Lounge47@slideshare.net(Lounge47) Angel Investment Insights Lounge47 “Angel Investment Insights” were one investor’s opinion about one specific network - Indian Angel Network (IAN). Angel funds and the “quality of money” that they bring is an important aspect for a Startup to consider. Key takeaways from the presentation 1) India has a number of rural and social problems – IAN “Impact”, a sub group of IAN encourages Startups that address these problems 2) IAN takes up to 30 % equity for its investments starting at 25lakhs ($40000) 3) IAN takes 5% equity when it only mentors and does not fund a Startup. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/ianideatofunding-140802102251-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> “Angel Investment Insights” were one investor’s opinion about one specific network - Indian Angel Network (IAN). Angel funds and the “quality of money” that they bring is an important aspect for a Startup to consider. Key takeaways from the presentation 1) India has a number of rural and social problems – IAN “Impact”, a sub group of IAN encourages Startups that address these problems 2) IAN takes up to 30 % equity for its investments starting at 25lakhs ($40000) 3) IAN takes 5% equity when it only mentors and does not fund a Startup.

Angel Investment Insights from Lounge47

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0 SUCCESSFUL APPS - THE HYGIENE FACTORS: SUDHIR GOEL /slideshow/successful-apps-the-hygiene-factors/37393550 successfulapps-thehygienefactors-140727030535-phpapp02
Here are the takeaways from our speaker at last Saturday’s meeting on “Successful Apps - The Hygiene Factors” - 1) An App idea must serve a specific need, preferably be a “pain killer” rather than a “vitamin” 2) Aim to generate revenue. If you plan to be a charity, get out of the Startup business 3) Seek feedback from people (not family & friends) using a quick and dirty prototype, and ensure that the App is intuitive to your audience. Test and Test again 4) Keep budgets low, evaluate your own strengths and skills, and combine the needs of your business with the right blend of employment and outsourcing 5) Fail quickly and cheaply. Have contingencies planned, pivot or quit if need be, but quickly 6) Founders should recognize that just tech does not sell, marketing and monetizing Apps is a huge challenge]]>
Here are the takeaways from our speaker at last Saturday’s meeting on “Successful Apps - The Hygiene Factors” - 1) An App idea must serve a specific need, preferably be a “pain killer” rather than a “vitamin” 2) Aim to generate revenue. If you plan to be a charity, get out of the Startup business 3) Seek feedback from people (not family & friends) using a quick and dirty prototype, and ensure that the App is intuitive to your audience. Test and Test again 4) Keep budgets low, evaluate your own strengths and skills, and combine the needs of your business with the right blend of employment and outsourcing 5) Fail quickly and cheaply. Have contingencies planned, pivot or quit if need be, but quickly 6) Founders should recognize that just tech does not sell, marketing and monetizing Apps is a huge challenge]]> Sun, 27 Jul 2014 03:05:35 GMT /slideshow/successful-apps-the-hygiene-factors/37393550 Lounge47@slideshare.net(Lounge47) SUCCESSFUL APPS - THE HYGIENE FACTORS: SUDHIR GOEL Lounge47 Here are the takeaways from our speaker at last Saturday’s meeting on “Successful Apps - The Hygiene Factors” - 1) An App idea must serve a specific need, preferably be a “pain killer” rather than a “vitamin” 2) Aim to generate revenue. If you plan to be a charity, get out of the Startup business 3) Seek feedback from people (not family & friends) using a quick and dirty prototype, and ensure that the App is intuitive to your audience. Test and Test again 4) Keep budgets low, evaluate your own strengths and skills, and combine the needs of your business with the right blend of employment and outsourcing 5) Fail quickly and cheaply. Have contingencies planned, pivot or quit if need be, but quickly 6) Founders should recognize that just tech does not sell, marketing and monetizing Apps is a huge challenge <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/successfulapps-thehygienefactors-140727030535-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> Here are the takeaways from our speaker at last Saturday’s meeting on “Successful Apps - The Hygiene Factors” - 1) An App idea must serve a specific need, preferably be a “pain killer” rather than a “vitamin” 2) Aim to generate revenue. If you plan to be a charity, get out of the Startup business 3) Seek feedback from people (not family & friends) using a quick and dirty prototype, and ensure that the App is intuitive to your audience. Test and Test again 4) Keep budgets low, evaluate your own strengths and skills, and combine the needs of your business with the right blend of employment and outsourcing 5) Fail quickly and cheaply. Have contingencies planned, pivot or quit if need be, but quickly 6) Founders should recognize that just tech does not sell, marketing and monetizing Apps is a huge challenge

SUCCESSFUL APPS - THE HYGIENE FACTORS: SUDHIR GOEL from Lounge47

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0 CHAIPOINT.COM -THE POWER OF EXECUTION -TEJUS CHANDRA, CFO, MOUNTAIN TRAIL FOODS /slideshow/chaipointcom-the-power-of-execution/36965350 chaipoint-140714134049-phpapp02
“Chaipoint.com – The Power of Execution” was a session that dissected the Chaipoint case-study - a retail outlet and delivery chain that sells mainly freshly brewed Chai (tea), to the white-collared Indian worker. The Startup launched in 2010 and now serves more than 1m cups of tea and adds 3-4 retail outlets a month. The company took a simple, well-understood concept of “Chai” and achieved it's current scale through relentless execution. Key takeaways: 1) An idea without execution only remains an idea; Intellectualize, but start executing quickly to enable market validation and fine-tuning 2) Aim for profitability right from the beginning 3) How quickly you assimilate your learning into your process is also a reflection of your potential scale 4) Defining process and detail that can be used to train employees should be a key focus 5) Appropriate use of Information Technology and adaptation over time should be a hygiene factor 6) Open communication channels with employees and a flatter organization leads to quicker problem resolution as they arise.]]>
“Chaipoint.com – The Power of Execution” was a session that dissected the Chaipoint case-study - a retail outlet and delivery chain that sells mainly freshly brewed Chai (tea), to the white-collared Indian worker. The Startup launched in 2010 and now serves more than 1m cups of tea and adds 3-4 retail outlets a month. The company took a simple, well-understood concept of “Chai” and achieved it's current scale through relentless execution. Key takeaways: 1) An idea without execution only remains an idea; Intellectualize, but start executing quickly to enable market validation and fine-tuning 2) Aim for profitability right from the beginning 3) How quickly you assimilate your learning into your process is also a reflection of your potential scale 4) Defining process and detail that can be used to train employees should be a key focus 5) Appropriate use of Information Technology and adaptation over time should be a hygiene factor 6) Open communication channels with employees and a flatter organization leads to quicker problem resolution as they arise.]]> Mon, 14 Jul 2014 13:40:49 GMT /slideshow/chaipointcom-the-power-of-execution/36965350 Lounge47@slideshare.net(Lounge47) CHAIPOINT.COM -THE POWER OF EXECUTION -TEJUS CHANDRA, CFO, MOUNTAIN TRAIL FOODS Lounge47 “Chaipoint.com – The Power of Execution” was a session that dissected the Chaipoint case-study - a retail outlet and delivery chain that sells mainly freshly brewed Chai (tea), to the white-collared Indian worker. The Startup launched in 2010 and now serves more than 1m cups of tea and adds 3-4 retail outlets a month. The company took a simple, well-understood concept of “Chai” and achieved it's current scale through relentless execution. Key takeaways: 1) An idea without execution only remains an idea; Intellectualize, but start executing quickly to enable market validation and fine-tuning 2) Aim for profitability right from the beginning 3) How quickly you assimilate your learning into your process is also a reflection of your potential scale 4) Defining process and detail that can be used to train employees should be a key focus 5) Appropriate use of Information Technology and adaptation over time should be a hygiene factor 6) Open communication channels with employees and a flatter organization leads to quicker problem resolution as they arise. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/chaipoint-140714134049-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> “Chaipoint.com – The Power of Execution” was a session that dissected the Chaipoint case-study - a retail outlet and delivery chain that sells mainly freshly brewed Chai (tea), to the white-collared Indian worker. The Startup launched in 2010 and now serves more than 1m cups of tea and adds 3-4 retail outlets a month. The company took a simple, well-understood concept of “Chai” and achieved it's current scale through relentless execution. Key takeaways: 1) An idea without execution only remains an idea; Intellectualize, but start executing quickly to enable market validation and fine-tuning 2) Aim for profitability right from the beginning 3) How quickly you assimilate your learning into your process is also a reflection of your potential scale 4) Defining process and detail that can be used to train employees should be a key focus 5) Appropriate use of Information Technology and adaptation over time should be a hygiene factor 6) Open communication channels with employees and a flatter organization leads to quicker problem resolution as they arise.

CHAIPOINT.COM -THE POWER OF EXECUTION -TEJUS CHANDRA, CFO, MOUNTAIN TRAIL FOODS from Lounge47

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0 https://cdn.slidesharecdn.com/profile-photo-Lounge47-48x48.jpg?cb=1537883803 Lounge47 is an entrepreneurial community and our goal is to help Startups realize their dreams of building great businesses. Lounge47 was founded in 2013 and is based in Boston, Bangalore and Zurich. We fund and advise Startups with the goal of raising the right amount of capital at the fastest possible speed. Our entrepreneurial ecosystem of 16000+ built over the last 5 years is getting stronger each week as we help Startups go from idea to business. We drive engagement via connections to investors, pitch events, workshops, talks, etc. You can learn more about our community at lounge47.in and our funds at lounge47.net. www.lounge47.in/lounge47.net https://cdn.slidesharecdn.com/ss_thumbnails/harshbagur-150504112804-conversion-gate01-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/iot-connected-car-technology-trends-opportunities-harsha-bagur-robert-bosch/47735065 IoT - CONNECTED CAR - ... https://cdn.slidesharecdn.com/ss_thumbnails/productmarketfit-venugopal-150420093450-conversion-gate01-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/fitting-product-to-market-dos-donts/47198246 FITTING PRODUCT TO MAR... https://cdn.slidesharecdn.com/ss_thumbnails/bigdata-competitiveintelligenceinretail-150325060048-conversion-gate01-thumbnail.jpg?width=320&height=320&fit=bounds Lounge47/big-data-competitive-intelligence-in-retail BIG DATA: LEVERAGING C...