Branding is dependent o...

Branding is dependent on the product/service being offered to the public. Take for example an awesome dental advertising campaign. It won't gain traction if the service is horrible.

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The JOBS Act: Support G...

Editor’s note:  William D. Waddill  is the Senior Vice President and Chief Financial Officer of OncoMed Pharmaceuticals.  Small biotechnology companies are leading innovation across the country. My company, OncoMed Pharmaceuticals , is working at the cutting edge of oncology research, focusing on a specific set of cells within tumors that drives the growth of tumors. We have developed a portfolio of antibodies that target biologic pathways critical for survival of tumor-initiating cells, with the goal being to stop those cells from replicating. Entrepreneurs across the biotech industry are conducting groundbreaking science like ours, and are deeply invested in treating the severe illnesses that families across the nation face. At the same time, biotech leaders must deal with the day-to-day challenges of running a small business. Of great import in the biotechnology industry is the constant struggle to find working capital. It can take over a decade and more than $1 billion to develop a single biotechnology therapy. Venture capital fundraising is stagnant and the IPO market is largely closed, forcing innovative companies to delay research on promising scientific breakthroughs. The Senate is currently considering legislation, the JOBS Act, which would make important reforms to the regulatory burdens that small biotech companies face when raising the operating capital necessary to conduct research that will lead to advanced medicines and, perhaps one day, cures. The JOBS Act aims to spur job growth through capital formation while at the same time protecting investors. Innovative biotechnology companies face unique financing hurdles as they work toward developing cures and breakthrough medicines to treat crippling illnesses, such as HIV/AIDS, cancer and Parkinson’s disease that affect families across the nation. The JOBS Act contains several provisions which would make capital formation easier for small biotechnology companies while maintaining key investor protections. The innovation period, the time a biotechnology company needs to develop a product, can be up to a decade or more. During this time virtually all small biotech firms have no product revenue, so all product development costs must come from investors. Currently, newly public companies that are still in the innovation period are forced to divert those investment funds from groundbreaking research and product development to onerous compliance. The JOBS Act offers emerging growth companies five years to enter full regulatory compliance via its “on-ramp” proposal. Five years for a company without any revenues would allow it to find its footing on the public market and focus scarce capital to progress research and product development as well as create jobs to support that work, rather than divert these resources to costly regulations like Sarbanes-Oxley (SOX) Section 404(b). The development of life-changing products is the basis for investment in biotechnology and, until those products come to the market, should be the focus of innovative biotechnology companies. The JOBS Act also supports small company capital formation earlier in the development process. By reforming the eligibility requirements of SEC Regulation A to include companies conducting direct public offerings of up to $50 million, the bill opens up a potential fundraising avenue for companies in the innovation period searching for cures and breakthrough medicines. In addition, the JOBS Act broadens the potential investor base for growing biotech companies by increasing the SEC private shareholder limit, giving them more investor options to finance their early-stage research. Likewise, it lifts the ban on general solicitation under SEC Regulation D, allowing innovative companies access to the full range of SEC accredited investors. The important reforms in the JOBS Act would open the door for growing companies considering a public offering, allowing them to access the large pool of funds available on the public market while also giving confidence to private venture capitalists considering investments in smaller companies. By making targeted changes that support emerging growth companies in the biotechnology industry and elsewhere, Congress can unburden these innovators and job creators while maintaining important investor protections. The JOBS Act has the potential to stimulate important capital formation which will allow entrepreneurs to continue working toward delivering the next generation of medical breakthroughs to patients who need them. For more on the JOBS act, check out some general information on Wikipedia or this roundup of stories on Politico .

Hitting It Big In The E...

Editor’s Note: Alexander Haislip is a marketing executive with cloud-based server automation startup ScaleXtreme and the author of Essentials of Venture Capital . Silicon Valley is its own best friend when it comes to booking sales. The first dollar in the door for most startups comes from another startup. That’s because startups are always seeking a competitive edge, they can make purchasing decisions fast and are willing to accept the risk of buying from another small company. It works great for most companies in most tech verticals most of the time. But it also induces market myopia. Selling solutions only to startups slows your growth by limiting your addressable market. That may not seem like a problem if you’ve got customers like Zynga, but even the most amazing and fast-growing startups have but a fraction of the budget of big established corporations outside of Silicon Valley. Waiting for your startups customers to get big is not a viable growth strategy. If you truly want to hit the accelerator, you have to sell to big, established corporations—especially the ones outside of the Valley. Big Desires That’s hard work. It requires a lot of traveling and a lot of listening. Big corporations aren’t particularly good at explaining specifically what they want and the individual requirements will vary from industry to industry. But each potential enterprise customer expects two things from a Silicon Valley startup: a path to the future and a solution for the here and now. Consider the market for computing power. Each big buyer we talk to wants to start using public cloud computing. They cite some of the regular reasons you’d expect to hear: Flexibility, self-service, cost. Everybody knows the benefits. But they’re acutely aware of the costs. For them, innovation comes at the cost of management complexity. Considering the public cloud? Better begin reading SLAs and start looking for a VP of Cloud to run the thing. Then there’s the issue of making sure the public cloud can work in tandem with the physical servers and virtual machines. Big buyers need ways to harvest the benefits of new technology while incorporating them into their existing IT portfolios. They don’t have the startup’s luxury of building from a blank slate and they’re not about to rip out their old server farms to rush to the public cloud or chuck their Dell desktops in favor of iPads. Enterprise IT doesn’t begin and end with the launch of an EC2 instance. The juiciest accounts with the deepest pockets face tradeoffs, looking to optimize their infrastructure for certain parameters and picking a portfolio of technologies to get them to their goals. Physical servers, virtual machines, public cloud instances—they each have a role to play and the potential benefits have to be weighed against both the actual costs and the attendant complexity and management costs. The public cloud is going mainstream inside big companies because it can show both how it can help and how it can be managed as part of a bigger compute portfolio. Startups should take note: No matter how exciting your future vision, you’ll only win enterprise accounts when you can easily fit into the existing IT infrastructure and start solving problems immediately. You have to align your startup selling cycle with the enterprise IT “need cycle.” The Big Easy The best part about going after big customers outside the Silicon Valley echo chamber is that it’s easier than ever. SaaS, elastic compute, freemium, agile development—all change the way big companies buy what startups sell. An enterprise sale can start small, with a few installations or even a single user. Growth can be explosive once you’ve connected with the right people inside of a business and they start getting value. They’ll give you great insights and sell your product for you. To be sure, not every large organization is comfortable with this new model. Many IT managers remain mired in the old model of enterprise sales called “big game hunting.” They expect to be hit by a dozen suited salesmen that make ridiculous promises (the “Every-time Always Say Yes” strategy). They’re still looking for lengthy contracts fraught with opportunities to upsell consulting, training and integration. They still perceive the cost of even considering an enterprise IT buy substantial. It’s just what they’re used to. But over the past decade the economics of the business have changed. It used to be that the price of complexity, management and commitment required for an enterprise sale was high, so the quantity of sales was low. Today, the price of trying things out and getting them to work together is much, much lower. The quantity of sales must go up. Self-provisioning, easy-to-use, pay-as-you-go applications and infrastructure may not make enterprise IT sexy , but they do enable startups that can offer immediate solutions to companies beyond the borders of the Valley to see some big returns.

Austin City Limits Brin...

As South by Southwest Interactive is ending and the music festival is begins, there’s a new app offering a fans a chance to explore Austin’s musical history. The app is called ACL Archive , and it comes from Austin City Limits, the public television show that first started in 1976 to showcase live performances. I was actually a fan of the show when I was a teenager — or, as I told general manager Tom Gimbel, back when I had a television. Gimbel says that’s exactly why this is an important effort for ACL, as program tries to adapt to changing viewing habits. ACL already has a strong online presence at both the PBS website and at the recently redesigned ACLTV.com . However, those sites mostly showcase recent concerts, while the iPad app, as the name implies, digs deeper into the program’s past. Gimbel compares it to Netflix — you go to Netflix for the library of older content, like the first season of Arrested Development , rather than the latest programming. (The fact that Netflix is getting involved in original content, including, yes, new Arrested Development episodes , kind of ruins the analogy.) The app initially includes 40 videos, including performances from Pearl Jam, Mumford & Sons, Dave Matthews Band and Willie Nelson. Though the timing of the announcement lines up nicely with SXSW, Gimbel says the new app was really built to coincide with the start of ACL’s new season (which, after 36 years at Studio 6A in the University of Texas, has now moved to the Moody Theater). The program developed the app with music platform Rockify . Next up is an app for Android tablets, Gimbel says, followed by smartphone versions. You can download the app here . You get three full episodes for free, but have to pay a $2.99 per month (or $29.99 per year) subscription fee to get access to the full library, which should grow over time. The money supports KLRU, the public TV station that produces the show.