Tuesday, January 29, 2013

California start-up simplifying how doctors return after-hours


San Francisco-based Ringadoc, which aims to provide doctors an easy way to return patient calls that come after hours, announced Tuesday that it has raised $1.2 million in a seed round from Founder’s Fund FF Angel.

Ringadoc Exchange is an answering service by which doctors get notified on their smartphones when a patient calls after hours and leaves a message. The doctors then has the freedom to call back or use the service to send a voicemail to the patient addressing their concerns.

The service is meant to replace the third party answering service that physicians’ offices use to route calls to the on-call doctor and other technology that simply routes the call to the on-call doctor’s mobile phone without any ability for them to screen the calls and triage them.
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“Traditionally, doctors have relied on 1970s-era technology to handle their after-hours calls. In an instant, connected world where technology quickly delivers whatever you want’from taxis, to books, to groceries–patients now expect the same thing of doctors,” said Jordan Michaels, Ringadoc’s CEO and co-founder, in a news release. “We’re showing doctors that adapting to the world of on-demand access actually makes their lives easier.’

Currently, Ringadoc covers 500,000 patients in more than 20 states. Doctors who download the app from the App Store or Google Play can then set up their profile on Ringadoc Exchange. After the first three months, when the service is free, doctors would need to pay $50 per month to keep using it.

One of the early investors in Ringadoc is Practice Fusion Founder and CEO Ryan Howard.
 

Sunday, January 27, 2013

Why Indian middle class family does not encourage aspiring entrepreneur

In March 2009, the parents of IIT Delhi alumnus Deepinder Goyal, 29, were perplexed to see their son working from home. After a few days, they began to worry. Their "worst fears" were confirmed when Goyal disclosed that he had quit his cushy job at consulting firm Bain & Co to set up a foodie website—Foodiebay.com. His parents were worried and advised Goyal to return to a "job." But the company he founded, now called Zomato.com, received $2.3 million (about Rs 12.3 crore) in funding in 2011, broke even with estimated revenue of more than Rs 3.5 crore in 2012, and has even expanded to west Asia and Europe. "They are extremely happy and proud now," says Goyal.


Like Goyal, almost every aspiring businessman finds the leap to entrepreneurship brings with it difficulties that are not just economic. The fear of rebuke or rejection from family and friends is in most cases their first challenge. "Resistance from families to risk is one of the three biggest inhibitors to entrepreneurship in India, the other two being capital and awareness," says Sanjay Anandaram, a venture partner with Seedfund and an active mentor to young entrepreneurs.

When IIT Roorkee alumnus and founder of proper ty portal CommonFloor.com Sumit Jain, 28, wanted to launch his own venture in the third year of his engineering course, his father, who owned a hardware business in Meerut, vehemently opposed the idea. "I was restrained by the family, which called me 'confused' and told me to study," says Jain.

Such resistance stems from deep-rooted cultural mores, according to sociologist MD Usha Devi, a professor at the Institute for Social and Economic Change in Bangalore. "We suffer from a dependency syndrome in India, of working for someone than creating jobs. Even the students in colleges are taught to become employees and never employers," she says.

Although thwarted by family on his first attempt, Jain, who worked at Oracle for a year after graduating, quit his job to chase his dream. He rented office space in Bangalore and cofounded a realty portal, CommonFloor.com with two friends. In five years the company has grown from three employees to 250, has won funding from Accel India and Tiger Global, and is aiming for revenue of $25 million in 2014.

It is the promise of such growth that is encouraging entrepreneurs to push back. Ankur Singla, a graduate from one of India's leading law schools did not tell his parents that he had quit a prestigious job at a London law firm to explore a startup idea. Once he had a plan in place he returned home to set up Akosha, an online forum for consumer redressal that now works with over 300 companies and has resolved 1.3 lakh complaints.

But for every Singla or Jain who break out of the mould there are many who fail to make the leap. "Children who have nothing to fall back upon often prefer secure jobs," says Isec's Usha Devi. Not only at home, entrepreneurs are black-listed in the marriage market too, where they are mostly regarded as 'unstable.'

"Entrepreneurs who wish to get married are told to go get a job," says Delhibased Ajay Pal Singh, 26, who quit a job at STMicroelectronics to start HealthAssist.in, a provider of wellness plans to large companies. For the past few months, Singh has been trying to instill faith in his fiancee's father about his business model. His company recently won funding of about $40,000 (Rs 22 lakh) from the government of Chile's startup programme. "Things are better in the family after the funding," says Singh, who is still unmarried.

Why Indian middle class family does not encourage aspiring entrepreneur

Even mature professionals struggle with opposition from the extended family. "When people ask me why I started so many businesses, I say to them because I wanted to prove it to my motherin-law," says Krishnan Ganesh, 51, founder and CEO of education company Tutor Vista.

Ganesh was a senior manager at HCL when the entrepreneurial bug bit him. At the age of 29 he launched IT&T, a computer maintenance services firm for corporate organisations. Although his wife was supportive there was stiff opposition from the rest of the family to his new venture. Ganesh is now a serial entrepreneur who has launched four successful companies.

In 2011, UK-based publishing house Pearson acquired a majority stake in TutorVista for Rs 577 crore, valuing the five-year-old company at around Rs 1,000 crore. "As an entrepreneur he creates fantastic deals in areas which you can't even think about and they are win- win situations for all," says his wife Meena Ganesh, who is now also an entrepreneur heading education company Edurite Technologies.

What if a spouse doesn't support your idea of a startup? "Then you can kiss the venture good bye," advises Debabrata Bagchi, 34, cofounder and CEO of Do Circuits, his second venture. The IIT-Kharagpur alumnus says he made sure he paid back his home loan and took his wife into confidence before taking the plunge in 2010. His company is now all set to raise a first round of funding of about $1.5 million.

Venture capitalists say knowing the background and mental status of an entrepreneur is part of their due diligence. "A company is like a little baby and it is important it should not come under any family pressure," says Ramesh Radhakrishnan, partner at Artiman Ventures, which manages a global corpus of $750 million. At every stage, investors question entrepreneurs about the family support to the business.

But as large numbers of young Indians choose entrepreneurship over conventional careers they are willing to go ahead and forge their own destiny. Harpreet Singh Grover, 29, cofounder and CEO of CoCocubes.com, advises aspiring entrepreneurs to go against the family and take the plunge. "You don't want to be regretting at 40 years what you could have done at 30. After all you have only one life to live." Grover did not disclose to his family for several months about his decision to quit a job as analyst in Gurgaon in 2007. Two years later, CoCubes.com raised about Rs 3.5 crore from early stage investor Ojas Venture Partners.

As more young people break out of the cocoon and take to entrepreneurship by choice, industry experts are elated. "It is a great revolution we are seeing in India today," says Anandaram. But the Indian family has a lot more left to do in fostering the dreams of its entrepreneurial children.

Monday, January 21, 2013

Pushpins Apps | Instance Grocery Coupon

When you're shopping with Pushpins, all you have to do is scan a box cereal or carton of orange juice with your phone…tap to redeem instant coupons called pushpins…cha ching…the savings will automatically come off when you swipe your store savings card at the register.
When you download Pushpins for iPhone there is nearly $100 in instant savings. And…the best part, it's 100% FREE!

Pushpins is available in 2,000+ grocery stores, check your local stores for details.

Pushpins was founded by Jason Gurwin, Dan Lambert, and Peter Michailidis in 2010. The company was a finalist in PepsiCo10, MassChallenge, and is venture-backed by Lightspeed Venture Partners.

Jason is a 2008 graduate of the Wharton School of the University of Pennsylvania. Since, he has been creating software for TV networks to display pretty graphics and for movie studios to figure out how to best sell their content online.

Peter is a 2007 graduate of the Ohio State University. Since, he has been helping retailers build robust point of sale and inventory management system

Uber Partners With Grouper So Blind Date Goers Can Ride In Style


On-demand car service Uber is teaming up with online social club Grouper, the companiesannounced this weekend. With a new program and promotional event called #UberGrouper, users can sign up for an exclusive deal in their city allowing them to use Uber as their luxury mode of transportation of choice on their Grouper meetups. To kick off the launch, Uber is giving away round-trip Uber rides, free drinks and more in 11 cities across the U.S. and Canada: New YorkChicagoBostonLos AngelesPhillySeattleAtlantaDallasWashington, D.C.San Francisco and Toronto.
For those unfamiliar, Y Combinator-backed Grouper brings its members together for “Groupers,” which are basically like group dates. Though positioning itself more as a social meetup group than a dating site, it often appeals to the younger generation who are used to more casual “hangouts,” than they are a proper date, e.g. the classic “dinner and movie.” Instead, on Grouper meetups, users sign up, get matched with nearby friends, and prepay for a round of drinks. The service then sends them out to meet with the other members attending, usually at a local bar. Groups are limited to two groups of friends: three guys and three girls.
The #UberGrouper contest will give away free round-trip Uber rides for those attending their Grouper meetup, two rounds of drinks at the chosen location, and VIP matching from Grouper.
Not everyone can be a winner, of course, which is why the companies have also partnered to bring the Uber option to anyone interested. By signing up at at joingrouper.com/uber, they’ll have the option of adding the Uber ride to their next Grouper outing. For first-time Uber and Grouper users, the ride will be free through this link. (It’s a $20 credit for Uber, actually).
This isn’t the first time Uber has partnered with other companies to get the word out about its car service. In the past, it has also worked to arrange special deals with TruliaEventbriteVirgin America and others. It even once experimented with sending out ice cream trucks on demand in select markets, which not only tested the concept, but also introduced the Uber brand to new users

Sunday, January 20, 2013

Aravind Eye Care - A Hospital Network With a Vision

The world’s largest provider of eye care has found success by directly adapting the management practices of another big-box food brand, one that is not often associated with good health: McDonald’s.

In 1976, Dr. Govindappa Venkataswamy — known as Dr. V — retired from performing eye surgery at the Government Medical College in Madurai, Tamil Nadu, a state in India’s south. He decided to devote his remaining years to eliminating needless blindness among India’s poor. Twelve million people are blind in India, the vast majority of them from cataracts, which tend to strike people in India before 60 — earlier than in the West. Blindness robs a poor person of his livelihood and with it, his sense of self-worth; it is often a fatal disease. A blind person, the Indian saying goes, is “a mouth with no hands.”
Dr. V started by establishing an 11-bed hospital with six beds reserved for patients who could not pay and five for those who would pay modest rates. He persuaded his siblings to join him in mortgaging their houses, pooling their savings and pawning their jewels to build it. Today, the Aravind Eye Care System is a network of hospitals, clinics, community outreach efforts, factories, and research and training institutes in south India that has treated more than 32 million patients and has performed 4 million surgeries. And it is still largely run by Dr V’s siblings and their spouses and children — he has at least 21 relatives who are eye surgeons. (Aravind’s story is well-told in depth in a new book, “Infinite Vision.”)
Aravind is not just a health success, it is a financial success. Many health nonprofits in developing countries rely on government help or donations, but Aravind’s core services are sustainable: patient care and the construction of new hospitals are funded by fees from paying patients. And at Aravind, patients pay only if they want to. The majority of Aravind’s patients pay only a symbolic amount, or nothing at all.
Dr V was guided by the teachings of the radical Indian nationalist and mystic Sri Aurobindo (Aravind is a southern Indian variation of Aurobindo), who located man’s search for his divine nature not in turning away from the world, but by engaging with it.
This philosophy, however, has produced a sustainable business model because of the other major influence on Dr. V: McDonald’s. Sri Aurobindo and McDonald’s are an unlikely pair. But Aravind can practice compassion successfully because it is run like a McDonald’s, with assembly-line efficiency, strict quality norms, brand recognition, standardization, consistency, ruthless cost control and above all, volume.
Aravind’s efficiency allows its paying patients to subsidize the free ones, while still paying far less than they would at other Indian hospitals. Each year, Aravind does 60 percent as many eye surgeries as the United Kingdom’s National Health System, at one one-thousandth of the cost.
Aravind’s ideas reach around the world. It runs hospitals in other parts of India with partners. It is also host to a parade of people who come to learn how it works, and it sends staff to work with other organizations. So far about 300 hospitals in India and in other countries are using the Aravind model. All are eye hospitals. But Aravind has also trained staff from maternity hospitals, cancer centers, and male circumcision clinics, among other places. Some share Aravind’s social mission. Others simply want to operate more efficiently.
The vast majority of people blind from cataracts in rural India have no idea why they are blind, nor that a surgery exists that can restore their sight in a few minutes. Aravind attracts these patients in two ways. First, it holds eye camps — 40 a week around the states of Tamil Nadu and Kerala. The camps visit villages every few months, offering eye exams, basic treatments, and fast, cheap glasses. Patients requiring surgery are invited with a family member to come to the nearest of Aravind’s nine hospitals; all transport and lodging, like the surgery, is free.
When Aravind surveyed the impact of its camps, it found to its dismay that they only attracted 7 percent of people in a village who needed care, mainly because they were infrequent. To provide a permanent presence in rural areas, Aravind established 36 storefront vision centers. They are staffed by rural women recruited and given two years’ training by Aravind. They have cameras, so doctors at Aravind’s hospitals can do examinations remotely. These centers increase Aravind’s market penetration to about 30 percent within one year of operation.
At Aravind’s hospitals, free patients lodge on a mat on the floor in a 30-person dormitory. Paying patients can choose various levels of luxury, including private, air-conditioned rooms. All patients get best-practice cataract surgeries, but paying patients can choose more sophisticated surgeries with faster recoveries (but not higher success rates). The doctors are identical, rotating between the free and paid wings.
Also standard for all patients is the Aravind assembly line. Dr. V spent a few days at McDonalds’ Hamburger University in Oak Brook,, Ill., but that visit was a product of his longstanding obsession with efficiency. “This man would go into an airport and walk around with the janitor and see how he cleans the toilet,” said Dr. S. Aravind, an eye surgeon with a masters degree in business who is Aravind’s director of projects. (He is Dr. V’s nephew, also named for Sri Aurobindo.) “He would go to a five star hotel and follow the catering people.”
Doctors are hard to find and expensive, so the surgical system is set up to get the most out of them. Patients are prepared before surgery and bandaged afterwards by Aravind-trained nurses. The operating room has two tables. The doctor performs a surgery — perhaps 5 minutes — on Table 1, sterilizes her hands and turns to Table 2. Meanwhile, a new patient is prepped on Table 1. Aravind doctors do more than 2,000 surgeries a year; the average at other Indian hospitals is around 300. As for quality, Aravind’s rate of surgical complications is half that of eye hospitals in Britain.
This volume is key to Aravind’s ability to offer free care. The building and staff costs are the same no matter how many surgeries each doctor performs. High volume means that these fixed costs are spread among vastly more people.
In the 1980s, Aravind faced a dilemma. A new surgery, which implanted a lens in the patient’s eye, had become the gold standard for treating cataracts. But these lenses were not made in India, and Aravind could persuade manufacturers to reduce their cost only from $100 to $70 per lens. Should Aravind begin providing first-class treatment for paying patients and second-class treatment for free ones? Or should it try to get enough money from paid patients to cover intraocular lenses for all? Neither was acceptable.
The solution was to get into manufacturing. In 1992, Aravind set up Aurolab, which now makes lenses (for $2 apiece), sutures and medicines. Aurolab is now a major global supplier of intraocular lenses and has driven down the price of lenses made by other manufacturers as well.
Aravind could not do its work without paying patients, of course — they subsidize free patients. They also improve service, by demanding high quality for their money. But it also works the other way around: the free patients improve service and price for patients who pay. “One of our big advantages is the scale of the work we do,” said Dr. Aravind. “You become a good resource center for training doctors, nurses, everybody. Because of high volume, doctors get better at what they do. They can develop subtle specialties.” And free patients make cost control a priority. “If 60 percent of your patients are paying very little or nothing, your cost structure is attuned towards that,” Dr. Aravind said.

Whenever there is an innovator like Aravind, the question arises: how replicable is this? Do you need a Dr. V? Or is there a system that ordinary mortals can adapt?
The answer is a little of both. Other hospitals can and do successfully use the model. Lions Clubs International, which has worked to prevent blindness for more than a century, finances and supports a training institute. Aravind also works with the Berkeley-based Seva Foundation to grow eye hospitals in other countries. “There are a lot of eye hospitals in the developing world. Almost every single one is considerably underproducing,” said Suzanne Gilbert, the director of Seva’s Center for Innovation in Eye Care. “Surgical programs so often focus on the technique being used. Often the same level of scrutiny not applied to management, human resources and other systems that make the surgery work.”
Seva has worked with Aravind to establish hospitals in other countries (the Lumbini Eye Institute in Nepal has been particularly successful).  But its campaign to turn those hospitals into training centers has gone slowly. It’s hard to build those hospitals to be able to reach out while keeping good quality,” said Gilbert.   Seva was aiming to have 100 hospitals in the network by 2015, but has scaled back that goal.
“Of the 300 hospitals (that use Aravind’s model), I’d say 20 percent get the whole thing,” said Dr. Aravind. “Another 50 percent pick up pieces — how to make your operating tables more efficient, for example.  And the rest struggle.”
Combining paid and free care in a self-sufficient hospital is not possible for most health specialties. “The essential ingredient is volume that straddles the socioeconomic spectrum,” said Jaspal Sandhu, a Berkeley engineer who has studied Aurolab, and who is co-founder of the Gobee Group, a design firm that works with organizations to increase their social impact. “If you’re focusing on rich diseases or poor diseases, this model in existing form can’t really play out. The nice thing about cataracts is that it doesn’t greatly discriminate. And a cataract is a one-time hit. There’s a cure for it. You can treat it in a couple of days and it won’t come back.”
Male circumcision — an AIDS prevention measure — fits this description, and the World Health Organization’s guidelines for scaling up male circumcision uses Aravind’s principles. “When I was a doctor in a government hospital we did between 8 and maybe 12 circumcisions in a day per doctor,” said Dino Rech, a South African physician who has overseen the expansion of circumcision in several countries.  “With this model, the slowest doctors are doing 40 in a day — up to 60 for the faster ones.”
The McDonald’s part is the easiest piece of the Aravind model to export. More difficult to replicate is Aravind’s commitment to serving the largest number of free patients possible — indeed, to aim to eventually serve all of them. What’s needed, said Dr. Aravind, “is not leadership in the sense of organizing and making it work. It’s leadership that comes from empathizing with the community.”
Aravind spends a lot of resources recruiting free patients. “Never restrict demand. Build your capacity to meet the demand,” Dr. Aravind said. This community outreach work is the easiest part to sacrifice, he said. “This is where mission and leadership come in. People try to justify it with many things — we’ll build a bigger organization, then we’ll go back to community. If you have a choice between your paying and your free patients — well, the team is watching how you prioritize. Here’s its been internalized that this is the way we deal with any issue.  If someone can embody that, they can be like our founder.”

Startups that were seen this year in Asia

Tabsquare

Singapore-based e-menu startup Tabsquare lets customers browse food on an iPad. The startup offers restaurants cloud-based data storage, inventory managment, CRM, and point-of-sales systems. Tabsquare also announced this week that it has raised funding.

Lola.vn

Vietnam-based startup Lola.vn is geared towards handmade goods, in the spirit of sites like Etsy. It also embraces a culture of educating users about handicrafts alongside its e-commerce angle.

 Zopim
Zopim is six-year old Singaporean startup that provides live chat software for websites. At moment, they have a team of more than 25 members, with around 70,000 businesses actively using their service to engage with customers.
 
Cacoo | Japan
Cacoo is a Japan-based online collaborative design service which we have featured a few times before. With over 700,000 users worldwide, the service has rolled out a number of fun features since it was first launched, and has now taken things a step further, unveiling Cacoo for Enterprise.

Saturday, January 19, 2013

5 ways to fight your fears and start that startup


You know that you want to quit your job and that you want to start a startup. You’ve had this desire for quite sometime now and you really must begin.
But you don’t.
You don’t because you’ve got responsibilities. You don’t because you’ve not got the perfect time. You don’t because you don’t have enough cash. You don’t because you procrastinate.
The bottom line is, you don’t because you’re afraid. The rest are all excuses.
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The problem is that there is a gap between knowing it and doing it. This gap is what differentiates the entrepreneurs from the rest, though. You can remain an aspiring entrepreneur forever, or you can take the plunge today.
Sometimes, the gap just remains and you never start. My intention here it to bridge this gap for you by making you dig to the bottom of the gap, identify the issue, and help you nip it. Nip it so that you can take the first step towards a long journey of entrepreneurship.
The only reason why people do not take the plunge into entrepreneurship is fear. That is at the root of all excuses. So how do you overcome fear? Here’s a plan.

#1 – Just Do It

There’s nothing like squashing or overcoming fear by staring straight into its face. Take the plunge for whatever be your reason not to. What’s the worst that will happen to you? You’d fail? But that’s going to happen anyway!
If you’re going to do a startup, you are going to fail. But the best part is that if you embrace failure, you will succeed.
I’ve learnt through my experiences that the best way to do something is to simply get started. Do not worry about the outcome for that is not in your hands. What you control is your karma, the result is something you have no control over, so why worry about something you can’t even control?

#2 – What’s Your Fear?

Identifying what you’re afraid of is a crucial step. You can’t just be afraid of failure; it’s got to be far deeper and intrinsic. Failure is an integral part of life and is deep rooted in everything we do.
The smaller things we don’t notice sometimes. So the task is to identify what is it really deep down that is bothering you from starting up. Write down factual things. Like the fear of not making any money after ‘x’ months/year. Fear of survival for the next ‘x’ months/years. You’ve got to be precise and write these down.
Also pen down what’s the worst that could happen if you come across these situations.
What you’ve just done is remove the clutter and fear from your mind onto real issues that you have down on paper.

#3 – Identify Resources

Once you’ve identified your fears, now begin to identify what you would do in case you come across these problems. Who you would/could go to for help? What resources can you dig into if you face these challenges?
You need to do an exercise in contingency planning, detailing everything that you will do in case you fail or face your worst fears.
Now you have a plan. A well-defined plan on what you will do when you fail. Instead of these issues cluttering your mind, now you’ve got an action plan. But failure can come in many ways and at the most unlikely instances. That is where you need to break your moves into smaller bits.

#4 – Get Started

Now that you’re prepared to get started, there are two things that you need to take care of. Make sure that whatever you’ve chalked out in your contingency plan, you’ve taken care of that. By taken care of I mean that you know you will have access to those resources when you go down that route.
Having laid down your fears at rest, you are now totally prepared to take your first steps. Don’t aim for a record-breaking long jump in the first step that you take. Break down your tasks that are required to get you started into smaller bits; smaller bits of achievable tasks that you can complete in 2-3 days.
If the first step to starting your venture is to put out a website, start identifying vendors. Start speaking to people who can introduce you to them. Most aspiring entrepreneurs don’t even get started with this because of the overriding fear of failure.
You may keep telling yourself all this while that getting website designed and developed is expensive, or how will you ever find the right partner who can understand your perspective and get things done. And then you just don’t get started.
The trick is simple. Just do it. Start finding out vendors. Start speaking to everyone you know about it. You will be surprised with the results. And this will boost your confidence to get on to the next step.
Once you successfully complete the first step, move on to the second. And so on and so forth.

#5 – By All Means, Please Fail

You really must fail. Even superman fails, learns a lesson, and then strikes back. The point I’m trying to make is that no one is immune to failure. And when you take smaller steps and strides, your fall will also be less hurtful.
But fall you must. Fail you must. Because only then will you discover the better path or journey. Only when you tread on the path with thorns will you realize the other better path and understand the value of what it means to be on it.
Failure is great because it teaches you many things. It’s an opportunity because only by failing will you come to understand your true potential. Because if you fail, you will relentlessly pursue till you get it right. Now, it is far easier to relentlessly pursue something when that task is much smaller at hand.
You get the point of breaking them down into smaller bits now?
The bridge between knowing and doing is very very small. All you need is a little bit of focus, a lot of passion, and Nike’s popular slogan imprinted in your head – Just do it. For when you’ve got focus, passion and true love, the universe truly conspires to make it happen for you.
If this article inspired you to get started, please write to me. I’d be happy to hear from you.
Rahul Varshneya has spent his entire career either working for startups or starting businesses. He now spends time between coaching aspiring entrepreneurs in launching their ventures, apps and websites, and buil

Every Company Is Up For Disruption, So Keep Your Products Simple

A friend of mine told me recently that he closed a $240,000 account. A competitor (let’s call it BigCo) was bidding for the business. I doubt that BigCo even considered my friend’s company (let’s call it SmallCo) a direct competitor. BigCo is a major player in their space and it raised a lot of money from good VCs and has a strong customer base.
SmallCo’s product doesn’t have a tenth of BigCo’s features. And yet in spite of that, SmallCo won the account. Actually, it was because of that.
As products mature, companies continue to compete in heated battles with their competitors by adding more features and more functionality. Investors and shareholders want to see steady revenue growth, so prices creep up. Yet, the truth of the matter is that a lot of customers need only a fraction of a product’s capabilities.  In fact, many of them would prefer fewer features because extra features tend to make products clunky and difficult to use. Still, companies become feature-producing machines.
As a result, what often happens is some small company comes out with a product that’s just good enough and just cheap enough for the lowest tier of customers and BigCos start losing business. BigCos console themselves by saying the customers weren’t all that profitable and that it’s too expensive to serve them.  And they walk away and focus upstream. SmallCos gets a foothold and releases a new set of features.  And the process repeats.
There are hundreds of examples. PCs disrupted mainframes exactly this way. Japanese cars and electronics disrupted American ones, only to be disrupted later by Korean companies and now Chinese companies. Merrill Lynch was disrupted by Schwab and then E-Trade. Phone companies by Skype. Visa and Mastercard by Square. Cisco was disrupted by WebEx, then acquired it, then screwed it up, then got disrupted by Citrix and LogMeIn. Smartphone cameras disrupted Nikon and Kodak.
Performance time
The process of Low End Disruption is beautifully described in Clayton Christensen’s series of books: The Innovator’s Dilemma, The Innovator’s Solution and The Innovator’s DNA. If you haven’t read them, you should. What’s amazing about these books is not only how important their conclusions are but how well researched they are. These are academic works of the highest quality (I should know. I studied under Jeff Dyer, who co-authored “The Innovator’s DNA”).
So why is this relevant to the deal that I mentioned above? Because I believe the process starts much sooner now. Companies that are barely out of the gate are getting disrupted. The rapid pace of innovation we are experiencing, plus the low costs of starting a company and the reasonable availability of venture capital, add up to a large number of startups fighting for survival in very close quarters. I found the following perceptual map of photo sharing services a couple of years ago.
Perceptual mapThere are a lot of companies. But just think how many more aren’t on the map: iPhoto, 500px, Tumblecloud, Skitch and ACD. And never mind Facebook, Twitter and Instagram. All of them are differentiated – all of them have something unique – and yet I doubt that too many customers use more than one or two. And that’s when the trade-off happens. In each segment, customers tend to pick the one service that addresses their most salient need the best and other needs just well enough. Those who want to manage albums get Picasa.  Share with friends? Facebook. Mobile? Instagram etc., etc., etc. And now we have come full circle. In my view, companies of all sizes need to think about “good enough” competitors.
So what can be done about this?
  1. Identify the function that most customers of your segment find most important – this requires a lot of customer discovery – and make it the focus of your value proposition. Be AMAZING at it. Photobucket is good at mobile, but Instagram is great. For example, RingCentral provides VoIP as a part of some of its services. But we never positioned ourselves as a VoIP company because that’s not our most important thing. Cloud business phone system is.
  2. Think about your space not only in terms of who competes with you directly but who is capable of addressing the same customer needs you do. When talking to prospects, don’t just ask them which competitors they are looking at but ask them about ALL the needs they hope to address with your product. By asking this question a few weeks ago, we identified the opportunity we won today.
  3. If you are a larger company, defend your lowest tiers fiercely. Better yet, disrupt yourself. Launch a stripped down, low-cost version of your product. This doesn’t happen much. I discussed the difficulties of this on my blog earlier this year. One example I gave is Charles Schwab’s launch of eSchwab. Do you have others?
There’s one other thing you should do as part of your go-to-market strategy. You need to very clearly identify an underserved (or over-served) market segment and make it your own. If you can’t find one that fits, INVENT one! At Influitive for example, we define our focus as “advocate mobilization.” And if that sounds strange, just remember that only a handful of years ago when Eloqua was founded, “marketing automation” sounded strange. Yet today, it is a whole industry with such great companies as Eloqua, Marketo, and ActOn leading the

Circa - The best way to read news on your phone

Rather than shoehorning existing content into a new environment, Circa is creating the first born-on-mobile news experience, delivering it in a format native to mobile devices, with an experience intuitive to mobile users.
Through comprehensive yet concise news updates paired with a clean, simple mobile experience, Circa redefines how news is produced, delivered, and consumed.

Wednesday, January 16, 2013

Service alerts subscribers to prerelease news about upcoming products



Hard on the heels of our recent story about search result notification service Resultly comes word of another like-minded innovation. Focusing squarely this time on upcoming new products, LaunchGram sends subscribers alerts with prerelease news about the products they follow.
“We will never let you be the last to know breaking news on a product you are following, but we will also never blow up your inbox with alerts,” promises LaunchGram, a 10-xelerator participant that’s now in beta. Users of the service can not only sign up for a weekly “LaunchGram” featuring the latest news on the products, games, movies and TV shows of their choice, but they can opt to receive breaking news updates as well. Updates are also searchable on the company’s site. In the video below, LaunchGram’s founders explain the concept in more detail:
“Why search when LaunchGram can do all the hard work for you?” the Ohio-based startup asks. Therein lies a nice business proposition in many niches and industries.

Tuesday, January 15, 2013

Online farmer’s market enables local, subscription-based food communities


It may be feasible for a large hospital to build and operate its own organic greenhouse, but that’s simply not an option for countless other organizations and communities, however much they might want similar produce. Enter Farmigo, a site that connects local farms with groups such as workplaces, schools and community centers for custom delivery subscriptions direct to a convenient community location.
Farmigo actually launched back in 2009 as an online software provider to help farms manage their community supported agriculture (CSA) subscriptions, and it now works with more than 300 farms in 25 states across the US. Earlier this month, however, it kicked off what it calls “the first online farmer’s market” connecting local groups and organizations directly to local farms for a personalized online marketplace for local, fresh-from-harvest food. Members of each food community shop their dedicated Farmigo farmer’s market online (Farmigo’s site offers an example here), pick and choose their preferred items, and then have their orders delivered weekly to their food community site within 48 hours of harvest. Farms reap 80 percent of the sale of the food, compared with only nine to 20 percent when they sell to traditional grocers; Farmigo gets 10 percent for each transaction. The video below explains the premise in more detail:
“The Internet has been collapsing supply chains and rewriting conventional business models for nearly two decades, but until now it has had limited impact on the food industry, which is ripe for change,” explains Benzi Ronen, Farmigo’s founder and CEO. “There has never been a better time to disrupt the status quo, and Farmigo is poised to fundamentally change the way food is purchased and distributed.”
The first food communities are now rolling out in San Francisco and New York, with Los Angeles, Seattle, Portland, Denver, Chicago and Philadelphia soon to follow. Meanwhile, New York-based Farmigo seeks out individuals who want to help bring Farmigo to their own workplace, school or community center. Sustainability-minded entrepreneurs: one to partner with or emulate in your part of the world?

Parku Looks To Make Parking Spot Rentals Mobile-Friendly In Europe


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Now that Airbnb and Uber have dramatically changed the markets for providing rides and temporary space, it’s natural that we’re seeing variants of their models being applied in other spaces. Parking seems like a natural place, since there is plenty of unused inventory in urban cities. There have been a few attempts at the space in the U.S. through companies like Parking Panda.
A Swiss startup called Parku is also attacking the concept. Because their local market is so expensive and supply-constrained, they believe they have a good chance at making this idea work.
Co-founder Christian Oldendorff says there are as many as 250,000 privately registered cars that roll around Zurich every day. Even though there are 220,000 private parking spaces available, only 50,000 or so are freely available. On-street parking is almost fully occupied while the cost of renting a parking space per month can range from 250 to 1,000 Swiss francs every month ($273 to 1095). It’s a lot more than what you would find in a city like San Francisco, where parking spots in coveted neighborhoods range from $200 to $300 a month.
Like with U.S.-based rivals, you can book spaces on the website or through a mobile app for certain days and hours. They’re hoping to scale up to 400-800 parking spaces soon within Zurich, and then expand more broadly within Europe.
Because parking is so expensive locally in Switzerland, even as few as 350 parking spaces could produce a revenue run-rate of more than 1.3 million Swiss francs ($1.4 million) a year, the company says.
In the U.S., Parking Panda has worked with garages in 73 U.S. cities to offer up to 10,000 parking spaces.
Another earlier company, Hello Parking, shut down in 2011 after running into issues with scaling up inventory. That company ran into issues signing up huge garages, which had owners that were reluctant to dramatically increase local supply and drive down prices. Oldendorff says it’s too early to see if his company will run into the same dynamic in Europe.

Monday, January 14, 2013

Preparing for a older family member at home

Most of us, when asked about how and where we want to die, answer simply "at home." Making that happen is not always as simple as it sounds. After a post in November, "Turning a Home into a Hospital," some readers of this blog left comments asking what equipment they needed on hand and what other steps they needed to take to make that last wish a reality.
To even begin to answer that, you have to consider two things - not simply the patient's situation, but the caregiver's, too, said Dr. R. Sean Morrison, director of the National Palliative Care Research Center at the Mount Sinai School of Medicine in New York.
"What I see that prevents people from being able to stay at home [to die] is not their medical needs but the needs of their caregiver -- can the caregiver really help, are there resources to help, or is that person going to be overwhelmed?" Dr. Morrison said.
There is professional help available. But before we get to that, here are what specialists say are the most common kinds of equipment and preparations you may need - though, of course, every person's medical and emotional condition is different, as is every person's home.
1. Make room for the bed.
One of the trickiest parts of bringing the patient home is realizing that the bedroom may not be the best place to put the bed, especially if it's located up even a few stairs. "A lot of people put the patient in a family room where there is more space, or the dining room if it's closer to a bathroom," said Dr. Stacie K. Levine, a geriatrician and palliative care physician at the University of Chicago. Or you might consider a room closer to the kitchen - the center of life and activity for most families.
2. Don't forget curtains for privacy.
You can still provide privacy for whichever room you decide to turn into the bedroom by putting up a temporary curtain using a spring pressure curtain rod in the doorway. Especially in the patient's already vulnerable state, a little privacy can go a long way toward preserving dignity.
3. Get tools that keep them moving.
Walkers, four-point canes and slim wheelchairs all help the patient to get out of bed and take part in daily life (and are covered by Medicare). To get the house ready for this new equipment, Dr. Levine cautioned, you will have to remove slippery throw rugs, as well as chairs and other furniture that can get in the way. (See this earlier post and this post for more details on reducing fall hazards at home.)
Changing door handles from knobs to levers can make moving from room to room easier on the patient feeling weak or suffering from painful arthritis.
4. Fix their favorite chairs.
Many patients find that they are just too weak to get up from what used to be their favorite chair. You can buy risers or foam cushions to put on the seats -- or replace a side chair with an armchair -- to give them extra leverage and allow them to stay in their old spots comfortably.
5. Experiment with earphones.
You may need several models to fit into the TV, radio and iPods or tape players so those who are losing their hearing can still enjoy their entertainment, whenever they choose, without disturbing the rest of the household.
6. Make the existing bathroom safer.
"You'll need to install grab bars or benches inside the tub," Dr. Levine said. (Note: Tub benches, costing about $30 to $40, are one of the few things Medicare does not cover, according to Janet Wulf, a home care registered nurse with Gilchrist Hospice Care in Baltimore, the largest hospice organization in Maryland. Convertible commodes with arms that fit over the existing toilet - and solid foam risers that fit on the toilet seat -- make sitting and getting up easier.
"Sometimes we suggest changing the shower head to install a hand-held shower head so that they can still participate in bathing themselves," Dr. Levine advised. Putting down nonskid bathmats with a rubber underside also helps prevent slipping. (Find other bathroom and household safety tips in an earlier post on fall prevention.)
7. Good lighting is critical.
Nighttime trips to the bathroom or even moving down poorly lit corridors on an overcast day can pose serious falling hazards for those whose eyes and minds may be declining. Night lights with light sensors in every room and hallway of the house are an energy-and-cost-efficient way to keep pathways lit and safe.
8. Bedside commodes are a delicate matter.
People resist bedside commodes, said Dr. Morrison. It's not only the lack of privacy, but it makes them feel like invalids. Dr. Morrison said he stresses with patients that it's safer than slipping and falling on the way to the bathroom. And it can be done discreetly. "I say, 'We can put it there at night and move it in the morning.'"
What if they still balk, as many do? Dr. Morrison had this useful reminder: "Our parents are adults and they are allowed to make bad decisions."
9. Make breathing easier.
If the patient experiences breathlessness, common for those with heart and lung disease, Dr. Morrison said, oxygen equipment can ease the discomfort and the anxiety that gasping for breath can trigger. The caregiver needs to practice not only operating the machines, but getting the long, plastic oxygen tubing out of the way as the patient moves around the house.
10. Are pain pumps or intravenous drips for pain helpful?
In most cases, they are not necessary. "We can control pain orally with medication that comes in highly concentrated form, so even if patients can't swallow, they can have pain control," Dr. Levine said. Or the patient can get a steady baseline of pain medication by wearing a skin patch, or a nurse can administer a shot (through the skin, not the muscle, which would itself be painful).
Occasionally, for those with long-standing pain issues who require unusually high doses of medication, an intravenous drip can deliver a steady supply, which can be controlled by the patient with a button (within limits) or by a nurse or caregiver.
In even more rare cases, for patients with the highest pain-control needs, an intrathecal pain pump can be inserted into the intrathecal space around the spine area, "much like an epidural used in childbirth," Dr. Levine said, and added that "It is an invasive procedure and requires a lot of monitoring." So it is most commonly used as a solution for chronic pain over many years - and rarely recommended for those with less than a few months to live.
11. Should you order a hospital bed?
The idea of bringing this piece of equipment home sparks some of the most emotional disputes, among patients and caregivers alike.
"It's a big deal to give up sleeping with a lifetime partner and the warmth and comfort of sleeping together," Ms. Wulf said.
It is also the one piece of equipment that clearly turns the home into a hospital. Small wonder so many resist, as the blogger who wrote the "Turning Home into a Hospital" post admitted.
"And there is the issue of where are you going to put it?" said Ms. Wulf, as the hospital bed is not only an extra bed in the home, but it is slightly longer than a regular twin bed.
But if your loved one is having trouble getting in and out of a regular bed, and your back is being strained as you help, the hospital bed, which lowers, can make that process safer and easier for both of you. (It is covered by Medicare.) Similarly, being able to raise the hospital bed can make assisting with dressing, changing adult diapers and making up the bed a lot easier.
Also, because the head and foot of the hospital bed can be adjusted separately, it can make patients (especially those with heart and lung disease who need propping up to prevent fluid from accumulating in the lungs and legs) more comfortable than they would be lying flat or propped up with an assortment of pillows.
For those with dementia, who forget to change position, or with cancer and other ailments that leave them too weak to move around, the hospital bed -- with an air compression mattress -- will do the job for them. It can prevent bedsores, which, according to Dr. Levine, "can start very soon in somebody who isn't turned and repositioned every three hours" all day and night.
12. Consider hospice.
Equipment aside, one of the biggest resources that a caregiver can call upon in these last stages, in addition to backup care from family, friends and home health aides, is hospice -- as we've talked about in this blog many times. I can tell you from my family's recent experience that hospice is like sending in a team of loving aunts - only they're far more patient (no family baggage) and way more competent.
A good hospice team not only helps the caregiver figure out a plan for care but arranges for Medicare approval and payment. What many don't know is that hospice even covers "respite care" for the caregiver - paying for up to five days of room and board for the patient in a nearby medical facility (or nursing home) so the caregiver can take a break - even to go on vacation, according to Lori Mulligan, senior director of development marketing and community services at Gilchrist Hospice Care, the largest hospice care organization in Maryland.
But as this blog has written many times before, too many people wait until the very end to call hospice. The median time in hospice is about 19 days, and more than a third of patients wait until the last week, according to the 2012 report tracking hospices nationwide from the National Hospice and Palliative Care Organization.
Why don't they take advantage of the six months of extra help at home that they are eligible for under Medicare once a prognosis is made?
First, "clinicians are not great at prognosis" until the very end, said Dr. Levine. And the patient and family aren't always ready to hear it.
"When people think of hospice, they think, 'Oh, my mom will be lying in bed all the time,'" Dr. Levine said. Or they worry that calling in hospice may actually hasten death. Instead, Dr. Levine has found just the opposite.
"I have been doing this for over a decade and I find my patients who choose hospice sooner at home may live a little longer," said Dr. Levine. When you shift the focus from a full-court press on cure (hospitals' goals) to providing comfort (hospice credo), patients can stop using all their energy to fight the pain, so they are more likely to have the energy to "eat and walk and do all the things they like to do that keep us alive," Dr. Levine added.
How do you know when it's time?
Dr. Levine advises: Ask yourself if you would be surprised if the person you're caring for would die within six months. And ask the patient about his or her goals. If he or she feels that all the treatment options have been exhausted but the disease is still progressing, and the patient is tired, doesn't want to go back into the hospital, and just wants the comfort of their own bed -- then it may be time to go home.
One more thing to bear in mind if you decide to call hospice: size matters.
"The larger the hospice, usually the more services for the patient and caregiver," said Dr. Morrison, referring to a 2011 study in Medical Care journal supporting the bigger-is-better rule of thumb. "Ask for their daily patient census - several hundred patients per day is a good size," Dr. Morrison added.
Remember, the point of all this is to make both the patient and the caregiver as comfortable as possible in those final days.
For most of us that can mean, "There's no place like home."

The fundraising process is valuable in honing your strategy

The fundraising process acts as a catalyst in a number of valuable ways that are worth exploring:


  • The fundraising process forces you to better define and defend your business strategy.  While an executive summary may allow you to speak in generalities, face to face fundraising requires specificity.  A defensible strategy is not something you can fake.  Potential investors will dig into your assumptions in ways that you may or may not have considered.  No matter what the outcome, the conversation is a valuable one.
  • The fundraising process allows you to hone your strategy and your pitch.  Great entrepreneurs (when they have the luxury of doing so) will often pitch second tier investors first, in order to practice their delivery.  The pitch will get better with time and practice, as will the strategy.  And it isn't just rhetoric.  You'll learn a great deal about your business defending it to a bunch of smart people.
  • The fundraising process will disabuse you of your misconceptions.  Entrepreneurs and VCs are invariably optimists.  And, thus, they are prone to drinking their own kool-aid.  Potential investors do not share your malady.  They will work hard to determine if your kool-aid is in fact delicious, and if it is not, they will let you know.  Now not everyone's taste buds are the same.  Your kool-aid may not be delicious to everyone.  But if it is delicious to no one, it is time to reassess. 
  • The fundraising process will provide you with valuable market intelligence.  Think what you may of investors (whether they are VCs or the folks investing in VCs), they hear a lot of pitches.  And all of those pitches can provide beneficial context for your own fundraising process (as well as your business in general).  It is an investors job to compare your business with all other opportunities that come before them and to determine the relative value of what you are selling.  If an investor has seen something better, it is invaluable for you to hear what it is and why (even if you ultimately think they're wrong).
  • The fundraising process will help you determine if you have the right team.  For venture capitalists this is extremely important because, in many ways, a VC fund is nothing more than the aggregation of that fund's partners.  But the same holds true for startups.  Investors, by and large, are betting on teams, not ideas or markets.  If you don't have a credible team, potential investors will let you know.

Bike filters water


ProperSuit - Custom suit service

What it is: A bespoke suit service now available in 12 major cities.
Why it's cool: Already a hit in Silicon Valley, Proper Suit takes the hassle and pretentiousness out of great custom-made suits.
Once you've been measured by one of the company's tailors, all you need to do is send a photo or explanation of what you're looking for and the team will get to work.

This Little Gadget Makes Checking Bags When You Fly Less Of A Nightmare

Wirecutter's Brian Lam went to CES and came back with a list of just 8 gadgets that he might someday buy.
One of them is particularly cool: a little gizmo called the Trackdot.
Lam explains:
Trakdot’s a little thingy you put in your bags, tracking it with your smartphone if it gets lost, anywhere in the world. It goes to sleep when your luggage is in the air and then sends you a text when your bags and the plane they’re in have landed. This way you’ll know if your bag winds up in a different city than the one you’re in. It’ll cost $50 for the device itself, then another $13 a year to use it once it hits shelves in March.
Lam doesn't mention another cool feature. The Trackdot will ping your phone when your bag is 30 feet from you. That means you can do something else (read, watch a video, get a rental car, etc) while waiting for your luggage to arrive, instead of just staring at a conveyor belt for 10 minutes.
It's the little things that make this the future.

Saturday, January 12, 2013

Innovative thinking in India can bring health care to the uninsured billions

Innovative thinking can bring health care to the uninsured billions, argues Devi Shetty, founder and chairman, Narayana Hrudayalaya Hospitals

More than 100 years after the first heart surgery, less than 10% of the world’s population can afford it. India requires over 2m heart surgeries a year, but all its heart hospitals put together perform operations on fewer than 110,000 people; the rest suffer or perish gradually. It is thought that less than 10% of the world’s population can afford any major intervention on the heart, brain, kidney or joints.

The reason for this calamitous situation? Simply a lack of innovation. Innovation in health care has focused on developing a magic pill, a new vaccine or a faster scanner rather than delivering what is already available.
A different form of innovation is needed in 2013 and beyond. In India my team envisaged a heart hospital with 300 beds in Mysore, and then built it in nine months for just $7m. We are now adding 30,000 beds across the country under the low-cost model.

Innovation in funding is needed too. In the rich world taxpayers’ money could pay for health care when people retired at 60 and died at 65. Today, people retire at 60 and celebrate their 95th birthday. With the rise in life expectancy in emerging economies as well as developed ones (thanks to better living conditions, technology and social-support systems), taxpayers’ money will no longer be enough.

Poor people are weak in isolation but very strong when bound together. They do not mind paying a tiny amount of money every month for health care. Unfortunately, a vehicle does not currently exist for them to do so. The time is ripe for governments across the world to create such a vehicle.

About ten years ago our group came up with the concept of micro-health insurance named Yeshasvini, collecting a premium of 11 cents from 1.7m farmers through a co-operative network. The government of Karnataka state agreed to pay five cents a month as its contribution towards each farmer’s health-insurance premium and offered to be the reinsurer. Yeshasvini was designed to pay only for surgical procedures. Today more than 3m farmers are contributing 22 cents a month and enjoying coverage for surgeries in 400 hospitals across Karnataka. Based on the success of this model, the states of Andhra Pradesh and Tamil Nadu have launched similar schemes.
We will become the first country in the world to dissociate health care from affluence
India’s formal economy employs over 28.7m people. Health insurance covers the employees and their families, a total of more than 50m people: Employees’ State Insurance takes care of all their health-care expenses.

Unfortunately, the informal sector, which employs over 450m people, does not have such coverage. We are in the process of trying to convince policymakers to launch a similar organisation to Yeshasvini which will cover the health-care cost of construction workers, farm labourers, pushcart vendors, housemaids and the rest.

How might this work? India has over 925m mobile-phone subscribers, who spend about 150 rupees ($2.80) a month just to speak on the mobile phone. If every mobile-phone subscriber had to pay 20 rupees a month towards health insurance, the money collected would be two-thirds of the government’s total budget for health care. No additional expense would be incurred to collect the premium because the mechanism for collecting money from subscribers already exists.

Health-insurance premiums from the citizens of every town and city could also be collected through electricity or water bills. The bills reflect the number of residents living in each house and are collected by the government agencies very promptly.

All governments should promote not-for-profit health-insurance agencies. The agencies should have a clear mandate requiring that all the premium they collect be spent on health-care benefits for citizens.

And the poor shall also have health care

When I was a young medical student, our policymakers convinced us that health care was expensive and that it would remain so, but they promised that one day India would become a rich country and everyone would be able to afford it. However, when we grew up we realised that the rich countries are also struggling to offer health care to their citizens. So, India becoming a rich country will not translate into affordable health care for everyone—which means that we have to change the way health care is delivered.

India can make this happen very quickly because we produce the largest number of doctors, nurses and medical technicians in the world. Outside the United States, we have the largest number of US Food and Drug Administration-approved drug-manufacturing units. We have everything going for a phenomenal delivery of health care. The missing link is that our citizens do not have money to pay for it. Once this is addressed by government-sponsored micro-health-insurance schemes, we will become the first country in the world to dissociate health care from affluence.

Two Tailors Have A Simple Concept That Could Change The Way Men Buy Dress Shirts

When McGregor Madden started his company, Proper Suit, he noticed something that gave him an idea for a new business.
"We had men buying $1,000 suits, yet their dress shirts never fit them," said Madden, who is a tailor by trade. "Dress shirts were a commodity, something you had to purchase, but very few men put thought into how they fit under this expensive suit."
With that experience in mind, Madden and his business partner and fellow tailor Richard Hall co-founded subscription service Hall & Madden.
For $150, men get three dress shirts customized to fit them based on height, weight, and other measurements provided by the customer.
The shirts are as high-quality as those manufactured by Hugo Boss, Burberry, and Gucci, but for about one-third of the price, Madden told us.

"We actually reverse-engineered our shirts based on these designer labels by finding their suppliers and working directly with them," Madden said. "Then we added even more luxury features, like thick mother-of-pearl buttons and handmade single-needle stitching construction, to make the shirt even better."
Madden said the service is "all about the product."
"I'm a tailor by trade, so I tried to be meticulous about the product, how it was made and the fit," Madden said.
Madden is able to offer the shirt at such an affordable price because he doesn't have the overhead costs of store rents or associates, he said.
The service has 1,000 subscribers in just a few months. Hall & Madden's next step is to open an office near Chicago's Merchandise Mart.
Madden said his typical customer is a young man who is just starting out in his career.
"I think that a lot of men graduate business school and have no real idea of how their work clothes should fit, or what they should be wearing," Madden said. "Our goal is to ease that stress and provide a product that works for them."

Wednesday, January 9, 2013

Health IT startup claims pillbox app has boosted adherence rate to 81% in two months


The reasons behind why patients do not take medication as prescribed have been the subject of much study and speculation in the medical and pharmaceutical communities. But one health IT startup is claiming an early victory just two months after launching its dosage reminder app for mobile devices.
MediSafe Project, an Israeli health IT startup, says data it has collected since the November launch of the cloud-synced app for Androids and iPhones shows a patient adherence rate of 81 percent, according to an emailed company statement. That exceeds the 50 percent average medication adherence rates for patients taking medication for chronic illnesses in developing countries listed by the World Health Organization. The company claims an even higher rate — 84 percent –for users taking statins to lower cholesterol.
MediSafe is among the first class of graduates for the Microsoft Accelerator for Windows Azure, its cloud platform. The four-month program helps early stage startups using a cloud-based platform, Internet and mobile devices.
The cloud-based app helps users keep track of when and how much medication they should be taking. When users add medications, they are prompted with questions on amounts, frequency and time of day, and whether or not they should be taken with food. After taking their medications, users drag pill icons into an animated image of a mouth swallowing meds. If users forget to take their medications or don’t register that they have taken them with the app, family members are notified via text message.
US. pharmaceutical companies have been increasing their budget allocations for patient adherence. Since 2009, budget allocations have increased 281 percent to $1.5 million in 2012.

Multiple features make the ‘Safest Bike on the Road’


Created by Josh Zisson – director of business development at Halo Coatings, a company that has developed a durable retro-reflective paint that can be applied to almost any surface – the bike marries various safety measures in one model. A dynamo hub uses the rider’s energy to power an LED headlight and daytime running lights. A tail light at the back is also connected to the dynamo, reacting to the voltage input and getting brighter when the bike slows down, effectively acting as a brake light. The brakes are contained in enclosed casing, meaning they work well even in heavy rain. On top of this, the bike features Halo Coating’s retro-reflective paint, meaning it is highly visible to motorists in the dark.
Although Zisson does not have plans to market his model, he is currently working to encourage bike manufacturers to invest in the reflective coating, making cycling a safer activity that could encourage more commuters on their bikes. Otherwise, plenty of inspiration here for other bike makers.

Tuesday, January 8, 2013

10 crucial consumer trends in 2013

2013 will be the perfect storm of necessity and opportunity: some economies will do OK(-ish), others will be shaky, but whatever market or industry you're in, those who understand & cater to changing consumer needs, desires and expectations will forever have plenty of opportunity to profit. A remapped global economy, new technologies (or 'old' technologies applied in new ways), new business models... hey, what's not to like?
Hence this overview of 10 crucial consumer trends (in random order) for you to run with in the next 12 months. Onwards and upwards: