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It's the longest running joke in advertising, coined by the late John H. Wanamaker: "Half my advertising is wasted; I just don't know which half."
Enter Bizible. Today, ScaleVP is announcing our latest digital marketing investment in Bizible. Bizible provides CMOs with performance management software to answer the question of where to direct their marketing budgets. ScaleVP has a long history of investing in successful digital marketing companies. Namely, we've funded HubSpot, Datasift, Sailthru, and Demandbase. And our exited investments include such names as Omniture, ExactTarget, and Vitrue. We are thrilled to announce Bizible as our most recent investment.
Earlier this year, we announced that former ExactTarget CMO, Tim Kopp, was joining ScaleVP as an Executive-in-Residence. In that same blog post, we highlighted the key marketing pain points that CMOs, such as Tim, consistently share with us. Arguably, chief among these pain points is the ability to quantify the impact of marketing spend. Specifically, CMOs struggle to tie this spend – and the discrete programs it supports – to net new prospects and customers. They know that their marketing programs are driving results, but without the performance data, they're unable to discern which programs deserve the credit. Bizible solves this problem.
Founded by Microsoft/Bing advertising veterans, Bizible sheds light on which online marketing programs are delivering the highest ROI.
Bizible connects all of a company's digital marketing programs to their CRM system, enabling CMOs and demand generation teams to attribute revenue to paid search, social, email, display, and campaigns.
Bizible surfaces this data through an elegant and easy-to-use interface that intuitively shows where marketing programs are working and where they're not. In fact, today the company announced a new product offering targeted to business-to-business CMOs that allows them to quickly:
In short, Bizible clarifies what's working and what's not. Companies that implement Bizible can identify the source of their leads and demonstrate the value that marketing delivers. Most importantly, there's no more "wasted" advertising.
Advances in technology are being embraced by both security teams protecting sensitive corporate data and the sophisticated criminals trying to disrupt business. Addressing security, privacy and compliance concerns are often cited by businesses as top priorities before adopting Cloud or BYOD technologies. As a member of and advisor to Wisegate, I partnered with the IT advisory service to survey over a hundred security leads to learn what's most important to CISOs, what innovations they're focused on to address their most pressing problems, and how they're planning to help businesses take smart risks.
Key findings:
New battlefields, same war. CISOs remain vigilant on the fundamentals – Malware Outbreaks and Data Breaches. Security teams confront growing risks on many fronts, from new technologies to external threat factors. Driving their security strategies are 6 technology trends and 5 top risks.
Security programs prioritize risks and business alignment, but lack tools to draw the big picture. Their risks are increasing, but only half can efficiently report risk status to their Boards and internal business partners.
As IT hands off infrastructure control, CISOs focus on the data. Shared risk models – a nod to the expanding universe of user devices and the dissolving enterprise perimeter.
Automate all the things. CISOs push automation, orchestration to manage point solution sprawl. Consolidation and automation are top areas of focus to improve security program maturity. Three-quarters of CISOs are building or integrating solutions to address their top risks. APIs are frequently requested features in modern security solutions.
Six Top Technology Trends
Businesses are embracing and realizing the productivity benefits of BYOD, Everything as a Service, and ubiquitous connectivity from their mobile devices. One of the consequences of these shared-risk models is losing visibility and manageability on endpoints, applications, and networks. These advances have impaired traditional security controls based on traffic inspection, blacklist signature-matching, and device management. Businesses have accepted these risks in exchange for their benefits, driving innovation for alternative solutions to secure corporate data. Advances in predictive and behavioral analytics, Cloud Application Security Brokers and SecDevOps methodologies, for example, help security teams remain effective at addressing their top risks — harmful applications and the loss of sensitive corporate data.
Five Top-Of-Mind Risks
Five risks capture 51% of CISOs' top concerns, and are increasing industry-wide. Two risks in particular - Malware Outbreak and Sensitive Data Breach – account for nearly 1/3 of all CISOs' attention. They were more important to participants than the next 6 identified risks combined. Beyond the top half, risk priorities quickly become diffuse and follow a power-law curve – indicating that security priorities differ across industries, companies, and program maturities. See our earlier post for a "word cloud" version of top risks.
Although Malicious Insider Threats receive a lot of press and are harder to detect, external threat actors pose a greater overall concern. Verizon's 2014 Data Breach Incident Report indicates that only 8% of reported data breaches involved malicious insiders. Our data suggests that although the "insider threat" is a concern, it's not in participants' top-3. Coincidentally, behavior-based controls show promise at detecting anomalies in both endpoint application execution and activity logs — we look forward to more innovations in both of these top-risk areas.
Risk-Based, Business-Aligned Programs
With so many possible ways for harm to affect a company and its data, how do information security programs prioritize what to focus on, what threats should teams address first, and when should they change their focus? Teams overwhelmingly follow "Risk-Based" approaches, and look forward about 2 years when reviewing their strategic roadmaps. As security products themselves implement more cloud-based controls (either directly or embedded within vendor products), security teams will stay agile amidst ever-evolving threats.
Q: How do you prioritize your security program?
Q: How far out do you plan your strategic roadmap?
But Metrics and Reporting Impact Are Lacking
Despite being able to identify their top risks, one-half of our participants admitted they didn't have good ways to measure the status of these risks or how effective their programs were at address them. This is surprising and concerning – imagine trying to fly an airplane at night with your three most important cockpit indicators missing.
Security and risk management systems are becoming Board-level discussions, government and industry regulations are also requiring better risk monitoring and controls. While many security products do provide dashboards, those tend to be specific to that product's threats and activities. What's needed are efficient ways to map all of this event data into holistic, business-level perspectives.
CISOs are looking to put security controls as close as possible to enterprise data, versus focusing on specific device types or threats. Information Protection and Control products ("IPC", including DLP/DRM/masking/encryption technologies) were the #1 desired control to apply on computers, at the infrastructure layer, within applications, and on Mobile endpoints.
Data-centric security will become increasingly important as emerging "Cloud Always" companies implement modern enterprise stacks, established enterprises refresh their technologies with "Cloud First" initiatives, and even "Cloud Cautious" companies realize the benefits of SaaS and IaaS. By focusing on capabilities and adherence to data-centric security controls instead of specific device types, security teams can support a wider range of BYOD endpoints and applications. Storing and processing corporate data within SaaS and PaaS providers becomes less risky if the enterprise manages the encryption keys. There are many operational considerations to address, such as enterprise search and key distribution, but this is a promising area to address a wide range of risks.
Security teams are consolidating and automating their controls
And finally, several participants remarked that they're concerned about managing an ever-expanding set of security point solutions. Even if security teams could easily find qualified staff to run new controls, they get better efficiencies driving security initiatives via automation and APIs. This is consistent with our investment in Chef and the notion that good security posture is based on solid operational controls and consistent configuration management.
Q: For which risks did you need to build something in-house because there were no acceptable commercially available alternatives?
We met with nearly two-dozen CISOs across more than 15 industries, asking about trends, externalities, and what they're focusing on to protect their enterprise risks. We then partnered with Wisegate who surveyed their members to get a broader, in-the-trenches perspective on security practices and strategies. This increased our total, usable sample size to just over 100.
There was strong consistency between both data sets and we saw some "spreading" amongst priorities, implying that both program maturity and product choice is alive and well within the Information Security market. We also collected attributes about InfoSec programs and heard glimpses of what makes security programs successful. I will be presenting more details on these findings at the Gartner Catalyst Conference in San Diego August 11, 2014.
We hope these findings are helpful to both enterprise security teams and security startups contemplating new approaches. We'd like to thank our CISO survey participants for their time and insights, and Wisegate for their expertise. Future InfoSec opportunities are large, defenders are eager to gain new capabilities, and the market is ready for new innovations to disrupt the status quo.
In our last entry we discussed the benefit for early-product, SaaS companies to initially target the SMB market with the goal to move upmarket and capture larger accounts over time. While this presents a smoother entry into market, it creates a new set of challenges including: when to move upmarket? And when the timing is right, how does one move upmarket? As investors and board members we work with our companies closely through this growth. It is a broad subject that could be covered in many chapters of a book. Instead, here, we have asked some of our portfolio executives to share lessons from their own experiences.
One executive summarized the upmarket timing simply with "you will know." In board rooms we often get asked whether it is time to start pushing upmarket. It is a much more organic path where you get pulled by staying close to your customers, having an open line of communication internally and externally, and strategically investing in your product and organization as the upmarket demand increases. The methodical approach also allows you to pace the disruption of an incumbent, making it harder for them to swiftly react.
During this past quarter our current EIR and security expert Bill Burns has been researching and building an investment thesis around the enterprise Information Security space.
We set out to determine which social and technological trends most affect information security programs, and how security organizations protect their corporate and customer information as companies evolve and adapt to these trends. We also wanted to see what changes in the threat landscape are impacting InfoSec teams and what perceived market gaps exist – e.g. problems without good solutions. It's not uncommon for security to lag behind technology innovations, and different organizations have different risk appetites, budgetary constraints, and regulatory mandates. All of these factors affect how teams manage security and risk within a particular organization, and create opportunities for innovative startups.
I'm excited to share some of Bill's early results and give back to the security community that has helped us so graciously with their time and insights.
To understand what market forces are at play within the security space, we reached out to nearly two-dozen CISOs across 15 industries. We wanted to know how their security programs are maturing and being disrupted, how effective CISOs are at dealing with substantial changes to their attack surface and sets of controls, and we wanted to know what "keeps them up and night" and how they're meeting that challenge. What we heard in these interviews was refreshingly candid and insightful. They shared what controls are working, where they see concern and opportunities ahead, and what they're strategically focused on going forward.
What Keeps CISOs Up At Night?
Regarding these top-of-mind risks, the consensus was that teams want to approach security more as a "science" as less as an "art". Security organizations were looking to:
We also asked CISOs to identify external forces most likely to affect their security program strategy in the near future. It's not surprising that Mobile Computing, and Cloud technologies (both SaaS and IaaS) were top security forcing functions, since they're also top-of-mind for CIOs and organizations to improve employee productivity. Increases in Regulatory/Compliance pressure also ranked highly.
Securing Agile / DevOps methodologies also was top-of-mind for CISOs, which is encouraging. Our investment in Chef has shown that enterprises are adopting automation rapidly, and it's great to see security teams embracing this trend to deploy security controls more consistently and continuously. We anticipated going into the research, and the participating CISOs confirmed, that automation and API-level access will become table stakes for security products going forward, to support a new level of interoperability and customization.
The use of BYOD and "Shadow IT" also scored as top concerns for many participants. These two technologies are managed by end-users, which causes concern for those typically assigned to protect the data being processed and managed. Data breach reports such as Verizon's seminal Data Breach Investigation Report and post-mortems from high-profile incidents frequently implicate poor security controls on endpoints and attackers socially engineering persons to infiltrate companies and exfiltrate their data.
We also measured trends that have the least effect on security priorities, and those were more industry-specific. What matters least to a highly-regulated government contractor (that can afford to lock down or prohibit BYOD) is different from a fast food restaurant chain that doesn't write custom applications. Choice is alive and well within the information security market!
We've just scratched the surface on the insights we've gleaned from our initial survey. We've partnered with Wisegate, a next generation IT advisory company, to create a streamlined version of this security questionnaire and open it up to a broader audience. For more information on Wisegate and a to see a list of their community-based public reports, please visit here.
Bill shared some of early insights last month at the Rocky Mountain Information Security Conference. We'll be sharing more of these research results this quarter as this research project wraps up, including the security market segments that we find most interesting. Stay tuned!
A version of this article previously ran in Entrepreneur.
How do you know when you're about to get to startup heaven, scaling up fast and reliably? A company's growth curve can head in a variety of directions, not just the lucky, up-to-the-right hockey stick of explosive growth.
At ScaleVP, it is our business to figure out exactly when a company can use our money to grow to the heavens, or when it's best to keep the burn low. The checklist below is based on insights we've drawn from our due diligence over more than a decade of helping to scale a number of successful startup companies.
Do people want to buy what you have to sell? In Silicon Valley speak, that translates into having achieved "product-market fit." At this point, you've tweaked your product (service, solution) and have a standard version, and maybe a few options that are appropriate for the bulk of your market. Signs that you haven't yet achieved this state include products that are customized for each customer, need a lot of customer support, have negative margins, get poor customer reviews or do not get used after purchase/installation.
Do not confuse having a "minimally-viable product" (MVP) with being ready to scale. Eric Ries of LeanStartup fame coined that phrase. An MVP is used to test-market your product before it is built so you know what to build without wasting precious resources on building the wrong features. You need real products to scale, not a mock-up.
These three P's are related to your product, and describe the bundle of attributes that you are taking to market. You better have these nailed down before scaling, too.
You have to figure out a cost-effective way to get your product to customers. Much of the money spent by startups goes towards sales and marketing (see the second chart here). Your people are relatively expensive, the programs cost real money, and oh, by the way, both people and programs interface with your prospects, so if they're not right, you risk doing more harm than good. Scared now? Good! Do not spend a lot here before you have figured out what works.
Your "sales channel" is the path to a successful, cost-effective sale. It includes the methodology (telesales, direct sales, retail/distribution, value-added resellers, e-commerce, etc.) and the associated processes (telesales scripts, salespeople's backgrounds, reseller training materials, etc.) that lead your customer to say "yes." You don't need every component to be polished and optimized to begin scaling, but you should have a clear idea what works, what doesn't, and most importantly, what you would do more of if you had additional money.
ScaleVP often sees a pattern with companies on the verge of scaling: They move from the entrepreneur him/herself making initial sales to adding a couple of sales people, then a manager with another small handful of sales people. That point where you have built a small, competent team that executes flawlessly is exactly when you know you have the recipe for success and are ready to scale.
Sales isn't the only department that needs to prepare for scaling. As the entrepreneur and leader, you need to be ready to scale. This usually means you have hired some top talent to support you in key functions, and the team as a whole has the capacity and clear direction to take on the challenges of extra business. Your company needs to be able to service existing customers consistently and simultaneously attract new customers, and keep all of them happy.
Engineering needs enough leadership to keep driving innovation, while the business team is closing more deals. And if you're making a real-world product, factories, shipping departments, customer service lines and finance departments all have to keep growing efficiently as the business expands. With modern software-as-a-service solutions, many of these functions can be automated inexpensively.
If part of your organization is fragile or broken, you can be in startup hell — frazzled, inefficient and stalled. You either won't attract needed startup capital, or if you get it, you won't spend it effectively. So ask yourself, "Are we all ready to scale?" using the checklist above. If you are, we could be seeing you soon.
A version of this article previously ran in GigaOm.
In my career, I've worked with a number of SaaS startups to help them refine the efficiency of their operations. One of the things that is often neglected is customer churn. Early focus on churn helps build discipline that becomes even more important as a company grows to $100M or more in revenues and can be a huge factor in driving growth.
In the bad old days of on-premise Enterprise software, a startup was considered to have traction when it got its first dozen paying customers. These were typically large six figure deals, and required a lot of heavy lifting to get the customers into production. Not surprisingly, every employee knew who the early lighthouse customers were and what they needed. While the old school field sales model was not particularly efficient, it had the virtue of driving an organization towards making early customers successful.
The irony of high-volume SaaS sales is that when you have hundreds or thousands of customers, things can become rather anonymous. The more customers you have, the harder it is to keep a pulse on what people are really doing with your product. As a result, it's harder to make sure customers are using your product correctly. And if customers aren't successful in using your product, they churn.
Having churn is like rowing a leaky boat. After a while, you spend more time bailing water than rowing and you're not going to make much forward progress. By contrast, organizations that focus on reducing churn will find that their revenue growth gets that much stronger every quarter.
To accurately measure what's going on, you should begin by breaking out churn (customer cancelation) from contraction (a downgrade in spending). Some customers may downgrade in accordance with seasonal business, such as is common in the retail sector. You should measure downgrade and churn separate from uprades and expansion; otherwise your net growth numbers will mask problems that are bubbling below the surface. If your SaaS product has different editions (e.g. Basic, Pro, Enterprise) you should watch for downgrades that suggest customers are not seeing the value in the higher-end features.
It's also worth paying attention to churn and contraction by customer segment. In most SaaS businesses, churn is highest in low-end customers. Some of those smaller customers will inevitably be acquired or go out of business. Over time, if you move upmarket to larger SMB or Enterprise customers, low-end churn becomes less significant. Customers who spend a lot of money usually have greater commitment and resources for working through any speed bumps during implementation. They're also far less likely to switch to another vendor with newer features.
The most important thing is to understand why customers are downgrading or churning. While it's easy to speculate, the best approach is simply to ask your customers through a combination of surveys, emails and ideally phone calls or face-to-face meetings. Remember, your purpose in doing this is to understand the customer's experience, not to second guess them.
While sometimes founders get defensive with customers, recognize the value of the feedback you're getting, even if its negative. And make sure that this information is shared within the company to help come up with ways to improve your offering and provide a better experience.
Classify your findings to determine whether it was a customer issue, a sales issue, a product issue or some external factor. Did the customer not understand what they were buying? Did they lack the skills to implement your product? Was it missing key features? Did users find it too hard to use? Were there quality or reliability issues?
Your first line of defense in reducing churn is to make sure your product lives up to its marketing claims and that it quickly delivers value to the customers. The more people a customer uses your product, the less likely they are to churn.
Depending on your product, it may be worth adding some introspection to help you determine usage patterns that suggest a customer is at risk of churning. Some, like less frequent log-ins, are obvious. If you've got thousands of customers, it may be worth doing some analysis to come up with less-obvious predictive signals.
At Zendesk and MySQL, we implemented several customer programs to reduce churn and benefited from below-industry churn rates. One of the key principles was that I wanted to avoid being the kind of company that only calls up customers when seeking a renewal. Instead, we built a Customer Account Management (CAM) team that worked with customers over the entire lifecycle.
We defined a twelve-month program with regular check-ins, emails and phone calls to make sure customers were successful in using the product. The Customer Account Manager's role was to be proactive with customers, identify any issues that were getting in their way and build a relationship of value and trust. Through this relationship, we earned the right to additional expansion and upgrade opportunities within the customer and through referrals.
The Customer Account Managers also kept their eyes peeled for issues that might suggest the account was at risk of churn, such as if a new manager was hired, or if certain features weren't being used. They kept accounts up to date with information about best-practices for customizing their setup, implementing new features or learning about training that might be helpful to them, and so on. When necessary, the Customer Account Manager could call on resources in Support, Engineering or elsewhere to solve a customer's issues. The account managers were also a great first line of communications on those rare occasions when there was downtime.
Occasionally, fast growing customers would outgrow their initial setup. Maybe they went from a dozen users to several hundred without putting in place the proper controls or reporting. Or in some cases the person who set things up never read the documentation and did a lousy job. Regardless, we would work proactively to help customers through these situations. While this meant undertaking some modest amount of services for free, the alternative was far worse: an unhappy customer who would inevitably blame our software. In general, by being proactive, we could turn these situations around and win the ongoing loyalty of what would otherwise have become a problem customer.
In a rapidly growing business, you may experience "negative churn" meaning that your upgrades and expansion more than make up for contraction and churn. But even in this kind of scenario, it's vital to pay attention to churn. Failing to do so leaves you blind to trends of customer dissatisfaction that may indicate fundamental problems with your product or your business model. Negative churn can easily mask an eroding customer base that leaves your business vulnerable. In a fast moving boat, even small leaks are worth patching.
While some modest amount of churn is inevitable, you should strive to get your churn rate as low as possible and then continue to monitor any changes. If your churn rate is more than 10% annually, you have work to do.
Our investment in Pantheon was announced today. Why Pantheon? It's simple. The website is the single most important marketing asset for any company but for most companies the process of building, launching and running a business website is a mess. In enterprise software, a broken but important business process represents an opportunity for software to make things better and build a valuable company in the process.
For most businesses the website is the brand. The first instinct of a customer today is to check out a company online. For every one customer that comes to a first impression by walking into a physical building, ten or maybe one hundred others have already come to their conclusion, by going online. Marketing cannot get the website wrong.
If building a website was something that could get done once, "nail it and move on", this would be a fairly tractable problem but it isn't. The pace of technology change means that website building is like painting the Golden Gate Bridge. Get it done, take five minutes to admire the view and then start again. In the last five years alone, social media, mobile platforms and content marketing have made every older website obsolete.
The final part of the problem is that building a corporate website is a fractured process. Marketing owns the problem but the process usually involves an outside design firm, often a separate development shop, a hosting company, and an in-house group of people, all of whom have opinions and only some of whom have ability. For any CMO, "redoing the website" is a must do and a high-risk part of the job.
This is a twenty-year-old problem. In the 1990's the two big winners in this market were Vignette and Interwoven selling expensive proprietary "on premise" software products. In the past decade these offerings and these companies have stalled as inexpensive, open source and cloud based software is where the world is going.
SaaS based products have swept the table in the digital marketing arena and we have been lucky enough to work with many of the winners including Omniture, Exact Target, Vitrue and Hubspot. These companies used the SaaS delivery model to "bundle up technology" and make it digestible to marketing departments as a service-based, business-focused offering, removed from the underlying technology. At the same time, open source has become the dominant business model for infrastructure products.
Web Content Management fell squarely in the middle. Squint one way and web content software is a product used by developers to build great websites, and like all web developer products it needs to be available open source. Squint the other way and the process of building, launching and running a website is a core business function for the market department and needs to be managed accordingly.
The verdict is in on web content software and open source has won. WordPress and Drupal are the two most commonly chosen web content management systems, with 50%+ market share. These sites are then hosted either in-house, or more often on a third party hosting site that offers a simple "hosted Drupal" offering.
This meets the developer need but not the needs of marketing. Getting a website up and running is a business process, not just a developer task. What marketing wants is a SaaS offering that will manage the build process across designers and developers, handle the code check in and check out, enforce "look and feel" across multiple sites, (most corporations have hundreds of websites, not just a single corporate site), and then manage uptime and changes once the site is launched, all from a single system. Marketing cares much less about what open source product is selected.
Pantheon does not build its own web content software but instead allows the developer to run either Drupal or WordPress on the Pantheon Website Platform. The company has leveraged new infrastructure technologies (an entire separate post could be written on how Pantheon leverages containers Varnish and its own file system) to be able to offer marketing departments and design agencies a product that is at rough cost parity with managed hosted services, but which offers an entire suite of SaaS tools for the management of websites. Customers come through a marketing funnel, driven by developer adoption and then can convert to paid status as the site is rolled out. Because there are always budget dollars for hosting, adoption happens quickly. The customers come for the hosting, but stay for the software.
It goes without saying that we like the team. The founders, Zack, David, Josh and Matt have a strong technical background and also ran a website design agency. They know what it takes to get a website up and running and they have surrounded themselves with smart go to market executives. The traction is also there. Our focus at ScaleVP is – as the name would suggest – on companies where the product market fit is clear, the go to market path has started to emerge, and what is then required is scaling the business. Pantheon fits this to a tee.
Stepping back, what excites us the most is the chance to be part of what we see as the Digital Marketing SaaS company that will manage the marketing asset that is at the center of the entire digital marketing universe, the website. We have been part of building great companies in web analytics, (Omniture), customer marketing (ExactTarget), marketing automation (Hubspot) and social media marketing (Vitrue). The website is the glue around which all these products rotate but to date there has not been a meaningful SaaS offering to help manage websites. We think Pantheon will be that company.
Traditional client-server software favors large enterprises. Licenses required big, upfront cash commitments and customers need in-house IT for implementation, maintenance, and security. Small and medium sized businesses (SMBs) generally do not have these resources, and even if they do, are reluctant to make the large investments needed. SaaS has changed the paradigm by pushing IT requirements to the cloud into a shared resource. More important, it's turned the purchasing decision into a monthly operational expense that can easily be scaled up or down as the business needs change. Many SMBs are now buyers of software that was previously not accessible to them.
Young software start-ups no longer need to invest millions to build out an enterprise-grade product. Rather, they can quickly enter a market with limited features and functionality by focusing on the SMB buyer. This buyer has lower requirements and a higher propensity to adopt new technology. We're seeing new SaaS start-ups getting into the market with minimum viable products faster than ever before. These companies then iterate their product based on customer feedback and demand. The most frugal even charge customers for product build-out, self-financing the company's road map through customer cash.
With time a SaaS company's product becomes more robust. The company innovates its product in areas where traditional vendors are lacking. Mid-market and enterprise customers start calling. Larger companies become customers and account sizes grow. The natural march up-market begins. We've seen the process repeated many times in our portfolio with HubSpot, RingCentral, DocuSign and Box as recent examples. This attack from the bottom is also known as the Innovator's Dilemma. However, it's particularly acute in the software business where a SaaS vendor can ultimately serve the full market from SMB to large enterprise all with the same software platform modulated for customer size.
The most direct measure for a company's trajectory upmarket is growth in average selling price (ASP) per customer. Salesforce (CRM) and NetSuite (N) are successful companies that embody this tendency. Both started their businesses in the SMB market. Looking back at their initial public filings, NetSuite disclosed (December, 2007) that its "customers are small and medium-sized businesses and divisions of large companies" while Salesforce similarly stated (June, 2004) that they "derive a significant portion of [their] revenue from small businesses".
The numbers shed even more light (neither company discloses ASP per customer, but both do report customer count that can be divided into the last quarter's revenue and multiplied by four to approximate ASP). Industry reports estimate that NetSuite's ASP was as low as $120 in 2001. By the time NetSuite went public in 2007 average ASP had grown to $20K, up from $15K the previous year. In 2010 NetSuite publicly stated that it wouldn't onboard new SMB customers and today ASP is $45K with most new customers coming in at over $100K. It's come a long way from its early days of its customers being small and medium-sized businesses. Similarly, Salesforce had an ASP of $14K when it went public in 2004 and has grown its ASP over 40% since IPO. We've heard that Salesforce's ASP was in the low thousands in the early days.
Of course some software products can only be launched into the enterprise. Companies like Workday and Cornerstone OnDemand come to mind but most young SaaS companies should heavily consider the SMB market in their initial go-to-market strategy. SaaS companies can get to market quickly and iterate based on consumer feedback. Larger accounts and growth in average ACV will come with time. We believe you can scale massive businesses by starting in the SMB segment and we actively invest in companies focusing on this market.
In our next entry we'll discuss best practices for when and how to scale upmarket.
CEO Ben Wolin often talks about how Everyday Health was founded in his Brooklyn kitchen. Our first in-person meeting was at the end of a long day, in the main ScaleVP conference room. Ben, Mike Keriakos and Brian Cooper, cooked up some magic in that meeting. My partners and I left that meeting hungry to invest.
ScaleVP first invested in Everyday Health in 2007. At that point, the company was scaling its advertising business that it had launched in 2006. We'd come to know the company and team earlier, over the phone, when they primarily published subscription diet content. I originally contacted the company as part of a market project I was doing on vertical content companies. We liked the idea of an open, ad-supported vertical content company in the health space. Premium content in that sector is enduring (as opposed to say, sports or news, which is ephemeral) and high value, as health and wellness advertisers pay a premium for targeted consumers in a health context. By 2007, I was calling them every quarter urging them to do a financing with us to scale the business.
Our initial investment memo, the recipe for why we invested, detailed some of the company's strengths: a large and growing market for digital ads, its leadership among startups in the space (it had more than twice the revenue of the next largest startup at the time) the combination of a consumer business that generated targeting data and an advertising business that uses it. The team, with a combination of youthful enthusiasm and wise-beyond-their-years practicality, deeply impressed us.
Seeing a founder take a startup all the way to IPO and beyond has a special sweetness among the joys of venture capital. Many in Everyday Health's senior leadership team started in the earliest days: Ben, Brian Cooper, CFO; Scott Wolf, head of sales, and Greg Jackson, Chief Data Officer. Other newer team members (Alan Shapiro, Paul Slavin and Melanie Goldey) added to Everyday Health's quick rise.
Together we've diced and hashed numbers, strategy, acquisitions and plans, but all the while my respect for Ben's team has grown faster than the fennel in my garden. This team has mastered so many challenges: the Great Recession, M&A deals large and small, and all sorts of technical innovations that could have burned them, but instead became the icing on the cake: mobile, social, programmatic and other buzzwords representing significant market shifts. The team consistently embraced emerging shifts that could have caused an "innovator's dilemma" but instead yielded new business lines.
Ben is a quick study, and I particularly like that he does study; Ben seeks data and advice before setting a direction. But his greatest strength is his connection with people—employees, partners, audience and investors. This sets an outstanding tone for the content and conduct of the business, and makes me especially proud to be associated with Everyday Health. ScaleVP says "Salute!" to Everyday Health and the team's IPO.
For the past 10 years, ScaleVP has focused on the digital marketing lifecycle, investing in such companies as: Omniture, ExactTarget, Hubspot, Vitrue, Datasift and Demandbase. But we strive to always stay ahead of the new "hot thing" in marketing and that starts with really understanding CMOs' top pain points and obstacles. That is why I am thrilled to announce that Tim Kopp, former CMO at ExactTarget, has joined us as a part-time Executive-in-Residence to help ScaleVP assess new markets.
Most recently, Tim ran a nearly 300-person marketing organization at ExactTarget, a ScaleVP investment. During his 6+ year tenure the business grew dramatically resulting in a successful IPO in 2012 and acquisition by Salesforce.com for $2.7B in 2013.
Responsible for marketing to marketers, Tim has a keen understanding for what marketers' want, the solutions that are available today, and where existing solutions fall short. In addition to consulting with us, Tim also serves on the board and/or advises several SaaS marketing companies such as: Ahalogy, Monetate, G2 Crowd, Clarastream, Bright Funnel and Mass Relevance. From the frontlines, Tim has shared with us some of the top pain points facing marketers today: CMOs lack a comprehensive dashboard, an end-to-end view of the customer experience, and predictive pipeline analytics. Whichever company has a cure for these pain points will attractive to a CMO—and ScaleVP would like to help accelerate their growth.
A lightweight, CMO-centered dashboard that can do for marketing what Mint.com did for personal finance. Some strides have been made, but more work can be done to create a solution with gorgeous design, a mobile interface, and simple dashboards that cut across the marketing stack.
Tim explains, "Many CMO's spend time trying to cobble together systems tracking pipeline, deal stage, key events and other metrics but lack a single view of a campaign." While some firms offer business intelligence dashboards, these mainly serve CEOs.
When companies have many different marketing systems, the customer gets a disjointed experience. They receive multiple messages from various marketing software tools that don't talk to each other. CMOs can access many specialized, best-of-breed solutions to track engagement but no single application offers a complete picture of the customer lifecycle for a particular brand.
Again, a dashboard would be helpful. "Companies," Tim explains, "want to be able to predict the ideal engagement path customers take when they begin to interact with the company and then map that journey to a perfect digital experience."
Take Ritz Carlton, for instance. Customers "like" on Facebook, receive emails, and get offers via other travel companies. Ritz Carlton actively engages with the customer but lacks a master customer record with attributes, engagement data, actions, and experience feedback. With a master customer record and dashboard, Ritz Carlton would be able to see both the path customers took and the next interactions the customer should have with the company.
It's the last week of the quarter, how do you convert your pipeline prospects to customers? Most sales and marketing teams have a set of marketing activities they execute in order to convert prospects to paying customers. But without historical performance data on these actions, sales and marketing can't intelligently opt for one marketing activity over another. If they understood the correlation between different marketing activities and closing deals, they could increase their conversion rate.
A lightweight, predictive analytics application that combined some business intelligence with Salesforce or other CRM data could act as a guide in these situations. The application could suggest the next best activities for marketing and sales to get the highest conversion of existing prospects. Does a discount, better payment terms, or free professional services lead to a higher closing rate?
As SaaS simplifies systems integration and our analytics capabilities improve, isn't it time we took care of the CMO?


text:
- Marion City Council adopts new meeting time
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Ghost Adventures: George Washington Ghost Pictures
The guys search for the ghost of George Washington in the oldest home in Manhattan, and they investigate a bar where glasses fly off the shelves ... literally.Filed under:
The stained glass throughout the Morris-Jumel Mansion is believed to be some of the earliest surviving stained glass in a New York residence.
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Hi Monica,
I decend from George Rex of Knysna too. My Grandmother is a Duthie.
There is quite a bit of info, just not really online. Have a look at this site: http://www.aspeling.com/web/start/index3.htm#Ungerer
Or try to get hold of the following books:
"George Rex of Knysna" by Sanni Metelerkamp, date?
"Timber & Tides" by Winifred Tapson, revised ed. 1963.
"The Knysna Story" by Arthur Nimmo, 1976 (this book has a map inside the front and back covers of The Knysna in 1804 when Rex bought the area).
"Genealogy of The Rex Family" by Arthur J. Rex Beddy, 1971.
"George Rex: Death of a Legend" by Patricia Storrar, 1974. (this is the most factual book, as she proves that George Rex is NOT decendent of King George III and Hannah Lightfoot. It has a family tree chart inside the front cover.)
These books are mostly out of print but you can find 2nd hand coppies in SA. Just Google the name of the book. Abe Books is a great site for out of print books.
Good luck! If you have any success please let me know. If you have questions reply by this msg or contact me on my email address.
Notify Administrator about this message?
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If you want to make really good advertising, you roll up your sleeves and dig in. Because coming up with the right solution for a client isn't always an easy task. Every day we work as skillful advertising enthusiasts, going further just to prove what can't be done is, in fact, done. In the end, we find it's better than what mama used to make.
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Part Time Jobs in Woodbridge, Connecticut ( CT )
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Videos > Sabrina Starr > Fuck loving abbe Sabrina Starr getting plowed harder until she gets jizzed
Teen Hitch Hikers These filthy teens are all craving one thing, a good hard fuck with a stranger. So whats a gal to do for cock, Hitch Hike of course! Come watch as these girls stick out their thumbs, only to get down and dirty with the driver!
Featured Pornstars:
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|Final - 3.7.2013
|Los Angeles Clippers
|Denver Nuggets
Days away from Carmelo Anthony's much anticipated return to Denver, this fan wonders if we'll ever again see a player of Melo's caliber in a Nuggets uniform. Or if it even matters.
Flop warnings are back. For the first time since January, the NBA has issued a flop warning, this one to Denver's Corey Brewer.
Nice win by the Nuggets last night against the Clippers. Awkward post-game interview from JaVale McGee on TNT.
A big win for the Nuggets tonight, a 15-point blowout of the Clippers.
It's time for tipoff. Talk here with your fellow Stiffs and Go Nuggets!
Wilson Chandler's dunk is so vicious, the Nuggets bench is besides itself with excitement.
No mile-high country for old men. Except for Andre Miller, I guess. Just not for Lamar Odom.
I keep wondering what's next for JaVale McGee celebrations. Oh, and Koufos' dunk was cool too. But JaVale!
The Clippers will achieve their first winning road record in franchise history with their next road victory. Getting that win tonight in Denver will be anything but easy.
The Clippers have a tough task in Denver tonight, facing a Nuggets team that is almost unbeatable at home on the second night of a back-to-back.
The hot Nuggets are on a 6 game winning streak and have closed within just 1 1/2 games of the Grizzlies for the 4th seed. They are just 3 games behind the Clippers for the third seed and have 19...
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If you make it though Black Friday and Small Business Saturday, you have Green Monday to look forward to.
That's what Sotto Sopra is calling its Nov. 26 dining promotion, where customers will be able to convert expired dining coupons or gift certificates into 30 percent savings. Only one expired certificate is needed per table to qualify for the 30 percent discount, which applies to dinner tabs of $100 or more.
Call Sotto Sopra for reservations.
Follow Baltimore Diner on Twitter @gorelickingood


text:
The latest MicroScope ezine is ready for you to download. Each month we examine opportunities in a specific area of the channel, bringing you tips, guides, trends, news and much more.
Servers, Printers, Print Cartridges and Consumables, Audio Visual (AV) Solutions, Desktop PCs, Business Tablets, Business Smartphones, Business Laptops
Network Infrastructure Solutions and Services, Small Business Networks, Network Virtualisation, Network Services, Virtual Private Network (VPN) Services, Voice over IP (VoIP) Services, Unified Communications (UC) Services, Wide Area Network (WAN) Services, Local Area Network (LAN) Services, Wireless Networks, Telephony Services, Mobile Services
Cloud Computing Standards, Cloud Platforms, Private Cloud Architecture, Public Cloud Architecture, Hybrid Cloud Architecture, Managed Print Services, Infrastructure-as-a-Service (IaaS), Managed IT Services
Network Attached Storage (NAS) Solutions and Services, Data Protection and Data Backup Services, Data Storage Hardware, Enterprise Storage Management, Storage-as-a-Service, Storage Area Network (SAN) Solutions and Services, Storage Regulatory Compliance Services, Storage Virtualisation Solutions and Services
Security Network Services, Threat Management Solutions and Services, Identity Management Solutions and Services, Remote Access Security, Data Protection Services, Antivirus Solutions and Services, Firewall Solutions and Services
Open Source Software Services, Business Intelligence Tools and Services, Independent Software Vendor (ISV) community, Microsoft Windows Services, Customer Relationship Management (CRM) Services, Enterprise Resource Management (ERP) Services, Software-as-a-Service (SaaS) Applications
Sponsored by NetApp
Sponsored by Symantec
Sponsored by Intel
This was first published in May 2010
As the computing curriculum commences, parents fear they won't be able to support their children's learning
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Distributors have become increasingly more essential in helping vendors connect to new partners, build on partner skill sets, and care for smaller partner businesses, according to Cisco's VP of Americas distribution Andrew Sage.
Legislation and initiatives for open government have yielded greater expectations for data availability. With the FOIA market seeing new life, open records software companies are partnering up with e-discovery companies to help meet the demands.
Value-added resellers and service providers interested in reselling Aruba networking hardware and software can learn the benefits of becoming an Aruba Networks partner with this standardized checklist. Compare Aruba's reseller partner program with other vendors' offering similar products.
Learn the benefits of becoming a NetScout Systems reseller partner with our Partner Program Checklist.
Learn the benefits of becoming a Visage Mobile reseller partner with our Partner Program Checklist.
Learn about bandwidth management vendor Websense's partner program in this standardized checklist.
Learn more about configuration control software vendor Tripwire, Inc.'s partner program in this standardized checklist.
This section of the chapter excerpt focuses on supporting multiple administrative levels of router configuration.
Learn the benefits of becoming a Hitachi Data Systems reseller partner with our Partner Program Checklist.
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Learn about applications and systems software vendor Quest Software's partner program in this standardized checklist.
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text:
Osborn graduated from Danville High School and is president of Central States Distribution.
"My brother knew of my existence," he said, adding his biological mother in her later years before her death in 1985 mentioned to various family members about the infant son she had given up for adoption.
"Lucille didn't forget that she had dropped me off up here," he said. "I think she really wanted someone to know before she passed away.
"R.E.'s wife, Diane, started looking online a year or two ago (for me)," Osborn said.
Without knowing Osborn's name, and Osborn not knowing he had a biological brother who was looking for him, the online search was fruitless.
It wasn't until Osborn received his new birth certificate in the mail that the pieces of the puzzle came together rather quickly.
Osborn recalled the day he discovered his biological last name.
"I'd never heard that name, Stancliff, in my life," he said. "But I went online and found a Stancliff genealogy site — The Descendants of James Stanclift of Middletown, Conn., 1690 — and I asked the administrator of the site, 'Can you tell me where I fit in?'
"She's the one who told me about R.E., so I Googled him and I found his address and phone number, but I decided to craft a letter.
"There was some trepidation," he admitted, "but I told him a little bit about myself and some contact info."
Upon receiving the letter, Stancliff picked up the phone and called his long lost brother, and the two men had "a long conversation," Osborn said.
Months of e-mails finally culminated in Osborn and his wife, Cathy, driving down to Russellville, Ark., at the end of October to meet R.E. and Diane face-to-face.
"I was curious at that point," he said of meeting his brother. "He had sent photos and I knew exactly what he looked like, but I wanted to meet him in person.


text:
SPS Graphics
480 Acorn Ln, Downingtown, PA 19335
Email this business
(610) 518-1625 Additional Contacts
Who We Are? Specializing in Personal Service: Do you just want a polo or do you need a solution? We all love the web but sometimes, talking to a person makes a big difference. There are times you need to put your hands and eyes on an item. This is very important - you can?t feel a shirt on a web site or accurately judge the color or quality of a garment from a link. If you can?t come to our showroom, use our hands and eyes. What we do: Screen Print: tees, sweats, polos, athletic wear, bags and much more Embroider: polos, caps, sweats, jackets, fleece and much more Imprint Promotional Products: pens, travel mugs, calendars, umbrellas and much more SPS Graphics is a working shop, not a retail store, but please, stop by ? we like visitors and we?ll be glad to see you. We can show you samples and help sort out which will work best for you. You?ll handle the garments, see the colors and compare the good-better-best. Let?s make this as easy as we can. Put us to work to find you the highest value (least cost) solution. Your purchase is only a bargain if it does just what you need it to do.


text:
Liberty Terrace Apartments160 Hackensack St, East Rutherford, NJ 07073 View On Map
For rates, availability, and other information, call 201-804-6214 or fill out the availability request form and a representative from Liberty Terrace Apartments will contact you shortly
Liberty Terrace is located in the Jersey City Area in the 07073 zip code. View this apartment on a map.
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Monica D. Medina has been assigned special assistant to the secretary of defense, Immediate Office of the Secretary of Defense, Washington, D.C.
Lt. Gen. Robert B. Neller, USMC, has been nominated for assignment as commander, U.S. Marine Corps Forces Central Command, MacDill Air Force Base, Florida.
Rear Adm. Matthew J. Kohler, USN, has been assigned director, intelligence operations, N-2/N-6, Office of the Chief of Naval Operations, Washington, D.C.
Laird Technologies Incorporated, St. Louis, has appointed David Lockwood OBE chief Executive officer.
Maj. Gen. John A. Toolan Jr., USMC, has been nominated for appointment to the rank of lieutenant general and assignment as commanding general, I Marine Expeditionary Force.
Rear Adm. Diane E.H. Webber, USN, has been assigned deputy commander, Fleet Cyber Command/deputy commander, Tenth Fleet, Fort Meade, Maryland.
Inmarsat Government, Herndon, Virginia, has named David Helfgott president and chief executive officer.
Cubic Corporation, San Diego, has named Andy Jazwick vice president, legislative affairs.
Maj. Gen. Jay G. Santee, USAF, has been assigned deputy director, Defense Threat Reduction Agency, Fort Belvoir, Virginia.
MTN Government Services, Leesburg, Virginia, a subsidiary of MTN Satellite Communications, has named Robert Turner vice president of Business Development and Government Contract Compliance.


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Archive for 'Anchorage'
5 star review of the ANMC rotation!
The WWAMI rotations are a big part of what make our residency program special, and I recommend prioritizing at least one of these experiences during training. The ANMC rotation is an incredible experience that I would recommend to all comers, particularly those interested in specialty medicine. The people who work at ANMC are delightful, and […]
Posted: March 20th, 2014 by lucileg under Alaska, Anchorage, Photos.
Comments: none
Anchorage in the Summer!
Doesn't get much better than Alaska in July/August when I was in Anchorage. You get a sweet apartment that comes with a bed INCLUDED AND a rental car. When I was there I split time between the hospitalists and the outpatient world. My recommendation to people going there would be to skip the inpatient side […]
Posted: March 13th, 2014 by narora under Alaska, Anchorage.
Comments: none
October in Anchorage
I spent this last October in Anchorage which was a great experience. You are provided lodging in a modest apartment and a rental car. October was a great time of the year to go, as it wasn't too cold and there was no snow on the ground so exploring the surrounding areas was not […]
Posted: March 13th, 2014 by nmeo under Alaska, Anchorage.
Comments: none
March in Anchorage
Still cold, but an amazing four weeks. I highly recommend rotating at the Alaska Native Medical Center in Anchorage! Clinical rotation: You will be given a choice of (1) outpatient clinic, (2) inpatient medicine, or (3) ICU. You can pick 2 of 3 if you want to mix/match. I chose a mix of outpatient clinic […]
Posted: March 26th, 2013 by vindigni under Alaska, Anchorage.
Comments: none
December in Alaska
Despite the negative five degree weather, snow, and a highly functional Kia Forte… this was an absolutely amazing rotation. I spent 4 weeks in the ICU working as a fairly independent entity with my own patients and responsibilities. The highlights of this were close interactions with the attending, making vent changes on your own, and the procedures. […]
Posted: January 16th, 2013 by afprouse under Alaska, Anchorage.
Comments: none
Alaska Native Medical Center Aug/Sept 2012
I just got back from a month at ANMC in Anchorage. I did 2 weeks of hospitalist and 2 weeks of outpatient clinics. Like previous posters have said, you see a lot of cancer and alcohol-related complications on the inpatient side. And it's true that you can get exposure to EGDs and doing treadmills, if […]
Posted: September 18th, 2012 by masumi under Alaska, Anchorage.
Comments: none
anchorage, december 2010
My month in anchorage at the Alaska Native Medical Center was a really wonderful! Most of the nuts and bolts have been posted by Kanishka so I won't belabor them. I went in December in the middle of my R2 year and despite being shorter days (yes there is about 7 hours of light at […]
Posted: January 6th, 2011 by zshiue under Alaska, Anchorage.
Comments: none
Alaska Native Medical Center, Sept 2010.
Hi, this is Jason Goldman (email@example.com) and I was at Alaska Native Medical Center, in Anchorage, AK during the Sept 2010 block. Looking back at Kanishka's post, he pretty much said it all so I won't reiterate all those details which are very accurate. I did the intensivist rotation, although they would be OK if […]
Posted: October 20th, 2010 by jdgold under Alaska, Anchorage.
Comments: none
Alaska Native Medical Center, Anchorage, Sept 2009
Howdy, my name is Kanishka Garvin, and I'm currently an R3 and just finished my WWAMI rotation at the Alaska Native Medical Center in Anchorage. It was a great experience and strongly encourage anyone interested to do it. The rotation had been primarily a hospitalist rotation, though now, they have opened opportunities for more critical […]
Posted: September 15th, 2009 by kwgarvin under Alaska, Anchorage.
Comments: none
ANMC Anchorage 5/09
My name is Adam Corson and I was an R3 when I did my WWAMI month at Alaska Native Medical Center in 5/09. This is a hospitalist rotation. The town of anchorage has all the resources you need, but is somewhat laking in character/things to do. Once outside of Anchorage, however, there is more outdoors things […]
Posted: May 28th, 2009 by Adam Corson under Alaska, Anchorage.
Comments: none


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Detroit Tigers
An Epic Series Ahead for Red Sox-Tigers
The Red Sox-Tigers ALCS has a chance to be one epic series.
A's Go Down Meekly in Game Five Again, Lose 3-0 to Tigers
Oakland didn't get a hit until the seventh inning, and even though the team brought the tying run at the plate in the ninth with two outs, it wasn't meant to be for the AL West champs this year. Again.
A's Fans Geared Up For ALDS Game 5 Elimination Showdown With Detroit
Anticipation is heightened for a do-or-die ALDS Game 5 at the Coliseum between the A's and the Detroit Tigers.
Tigers Offense Finally Finds Groove, Helps Stave Off Elimination
Powerful as it is, the Detroit Tigers offense sometimes hits the skids. It might blow the doors off an opposing defense, or it might suffer through a prolonged scoreless streak.
2 Fans Almost Change Course Of AL Division Series For Tigers
Max Scherzer escaped a major jam in relief and the Detroit Tigers – helped by two fans who reached out to try to reel in Victor Martinez's disputed home run.
Scherzer On His Stellar Eighth Inning: 'That's The Stuff You Dream Of'
If Max Scherzer had not locked up every vote for the American League Cy Young already, he probably converted any remaining doubters with his gutsy performance as a reliever Tuesday.
Scherzer, Tigers Rally Past Oakland 8-6 To Extend Series
Max Scherzer escaped a major jam in relief and the Detroit Tigers – helped by two fans who reached out to try to reel in Victor Martinez's disputed home run – rallied past the Oakland Athletics 8-6 on Tuesday to force a decisive fifth game in their AL division series.
Jhonny Peralta Could See Some Time Back At Shortstop This Series
With flashy plays and overall solid defense, Jose Iglesias quickly made Detroit Tigers fans forget all about suspended shortstop Jhonny Peralta, at least in the field.
Anibal Sanchez Gets The Start In Game 3 Vs. Oakland
Sanchez takes the mound Monday for Game 3 between the Tigers and Athletics after the teams split a pair of pulsating one-run games in Oakland.
Vogt's Single In 9th Lifts A's Over Tigers, 1-0
Stephen Vogt hit a bases-loaded single in the ninth inning giving Oakland the 1-0 victory Saturday night that tied its AL division series with the Detroit Tigers at one game apiece.


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Pressure Makes Us: Hope Solo
638,551 views
The "geek mind" is concerned with more than just the latest iPhone rumors, or which company will win the gaming console wars. I4U is concerned with more than just the latest photo shoot or other celebrity gossip.
The "geek mind" is concerned with life, in all its different forms and facets. The geek mind wants to know about societal and financial issues, both abroad and at home. If a Fortune 500 decides to raise their minimum wage, or any high priority news, the geek mind wants to know. The geek mind wants to know the top teams in the National Football League, or who's likely to win the NBA Finals this coming year. The geek mind wants to know who the hottest new models are, or whether the newest blockbuster movie is worth seeing. The geek mind wants to know. The geek mind wants—needs—knowledge.
Read more about The Geek Mind.
I4U Daily Email Digest


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727-733 South Curtis Street has a Walk Score of 38 out of 100. This location is a Car-Dependent neighborhood so most errands require a car.
Nearby parks include Seminary Park, Flatiron Park and Harald A Fritz Veterans Park.
Nearby schools include St Francis De Sales School, Badger High School and Lake Geneva Middle School.
The closest grocery stores are Seattle Sutton's Healthy Eatng, TEAM Monavie Independent Distributor and Walmart Supercenter.
Nearby coffee shops include Happy Cafe, Starbucks and Friggn Good Donuts. Nearby restaurants include Dairy Queen, Maxwell Mansion and Mama Cimino's Pizza.


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Back to School Blues
It's hard to believe, but summer is quickly drawing to a close, and soon kids (and their parents) all over the area will be faced with the inevitable return to school. For some, the routine and structure of the school day will be a welcome change of pace from the long, lazy, carefree days characteristic of summer. However, for most, "back to school" is one of the most despised phrases ever spoken. To make this annual ritual easier on you and your children, we offer the following advice:
Accentuate the Positive
You know your children – what do they like about school? If asked, every child could come up with at least a few things. Maybe the prospect of new clothes, shoes or a backpack is appealing. Perhaps there is a friend they haven't seen all summer. Does your child love music class or art or gym? Find out what your child likes about school and then point out how much fun returning to that particular activity will be.
Don't Dwell on the Negative
You say your child is unhappy about having to go to bed earlier and get up earlier? It's probably safe to say that not many kids are happy with that arrangement, yet it is necessary. But then, so are homework, test taking and book reports. The point is, there's little chance any of these things can be avoided, so it's best to teach your child at a young age to accept them as a required part of their life as a student.
Establish a New Back-to-school Tradition
Celebrate the first day back with a special dinner – either a home-cooked meal of the kids' choosing or dinner at a favorite restaurant. By turning the negative feelings about the return to school into something to be celebrated, your children's attitudes may become a bit more positive.
Don't Let the Fun End
Many kids loathe the start of school because they fear it marks the end of the trips and fun symbolic of summer. Yet in most of the country, late August and September is a beautiful time for outdoor activity. Plan a weekend getaway to the beach or mountains. Since Labor Day typically is the unofficial end of summer, chances are you will find bargain rates. If a weekend trip is out of the question, plan a backyard barbecue or a day trip to a favorite summer fun spot.
Get Involved
Share your younger children's school day by volunteering as a class parent, lunchroom monitor or playground aide. Most young kids love the idea of having a parent around school during part of the day. Knowing Mom or Dad is going to be around will likely make your child more excited about beginning a new school year.
If all else fails, begin a countdown to the start of next summer. If that seems even more depressing than the start of school, then begin counting down to the start of winter break. Having that light at the end of the tunnel may be all that your child needs to face the coming school year.


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It's new to us, so it's new: earlier this month, the Triple-A Lehigh Valley IronPigs held Social Media Night. In the spirit of things, the players wore jerseys that stylized the team name as a Twitter handle (@ironpigs) and the player names as hashtags.↵
It was a perfectly appropriate acknowledgment of the evolution of public discourse, which has suddenly shifted into hyperdrive over the last five years. In the future, these jerseys may look unbelievably silly, just as a jersey that read, "http://www.mariners.com" in 1995 would look silly to us today (no hard evidence of that, but you know it happened somewhere).


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Benson Bana
Senior Lecturer, Research and Education for Democracy in Tanzania, University of Dar es Salaam
Focus: Civil Service
Topics: Corruption in the Civil Service, Pay Reform, Civil Service Recruitment, Downsizing
Keywords: recruitment, presidential appointees, Civil Service Commission, performance management, pay reform, corruption, downsizing, reform sequencing, Tanzania
Interviewer(s): Andrew Schalkwyk
Country of Reform: Tanzania
Location: Dar es Salaam, Tanzania, United Republic of
Date: Wed Nov 19 2008
Benson Bana details the history of Tanzanian civil service reform efforts and talks about the goals of the 1992 reform program, including reforming an extremely interventionist public sector that had become a drain on public resources. He describes the system of presidential appointees in the civil service, the problems of politicization of public service posts, and the safeguards provided by the Civil Service Commission. He identifies some of the difficulties of implementing performance management systems. He also describes the Tanzanian civil service's pay reform program to ensure all civil servants received a living wage that was closely comparable with the private sector, to prevent the loss of skilled employees and to reduce the need for employees to take second jobs. He also talks about the national strategy to weed out petty corruption, and the difficult retrenchment program that saw 91,000 civil servants lose their jobs, and which also eliminated 14,000 so-called ghost workers.
Full TranscriptDownload PDF (517.0K) Download TXT (65.1K)
Full InterviewDownload MP3 (90 MB)
Benson Bana - Full Interview
Full Profile
At the time of this interview, Benson Bana was a senior lecturer on public administration and human resource management for the Research and Education for Democracy in Tanzania program at the University of Dar es Salaam, and he was doing research and consulting in the same areas. A Tanzanian citizen, he earned a doctorate in the U.K. and worked in the Tanzanian public service and as a human-resource training and development manager in a multinational company.


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St. Marys dazzles diners & shoppers with Southern hospitality & unique fare.
What to do, what to see and where to go to experience St. Marys.
EVERY SATURDAY 9am-1pm
Check full Calendar
for Crooked River schedule
August 30 - Kingsland Catfish Festival 7am- 6pm
Sept. 6 - Wilderness Act Celebration Day
at St. Marys Waterfront Park 12-5PM
Sept. 6 - The Guale Historical Society St. Marys River Boat Cruise (SOLD OUT)!!!
Sept. 12,13, 19-21: Little Shop of Horror's at Theatre by the Trax 912-729-1103
September 13 - Music in Park, Local musician JOE KARLIK informally playing in park 6-8pm!!!
September 13-15 - Wilderness Weekend Paddle with Okefenokee & Cumberland Island adventures. (See Event Posters Tab)
September 20 - Starry Nights, Music in the Park 6-8pm "BACK FROM THE BRINK"
September 20-21 - Wilderness Day Trip Paddle at Okefenokee or Cumberland Island. (See Event Posters Tab for Release)
September 23 - Movie Night
at the Georgia Radio Museum showing
"Empire of the Air" at 7pm
September 27 - Smithsonian Museum Day Live *Free Admission (with Free Ticket Download at 'SmithsonianMag.com) at the St. Marys Submarine Museum, Orange Hall and Georgia Radio Museum
September 27 - "Your State Parks Free Day" and Crooked River State Park River Clean-Up
Historic St. Marys Georgia offers picturesque streets lined with centuries old live-oaks and the restorative beauty of waterways and marshes. Once home to pirates, smugglers, and a robust shipping industry, today the city prides itself on a diverse blend of residents and has sustained a rich and varied history.
Whether its a family vacation, girlfriend getaway, romantic weekend, wedding party or a group outing there are a variety of accommodations to complement your needs and budget. Let us help you decide where to stay, where to dine and shop and things to do during your stay.
Cumberland National Seashore. Wild horses. Rich history. Natural beauty.
Lodging for Weddings, Reunions, Families, Groups, Girlfriend Getaways & Romantic Weekends.
Our mision is to promote St. Marys as a desirable tourist destination, increase economic impact, and foster a quality visitor experience to benefit the city.
© Copyright | Privacy Policy
St. Marys Convention & Visitors Bureau


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Indianapolis, IN (Sports Network) - Tony Parker put home a season-high 33 points and handed out 10 assists as the San Antonio Spurs continued their recent dominance over the Indiana Pacers with a 104-97 victory on Friday at Bankers Life Fieldhouse.
Tim Duncan netted 22 points and pulled down 17 rebounds, while Manu Ginobili added 19 points off the bench for the Spurs, who have not lost to Indiana since April 1, 2007, a span of 11 consecutive games. Danny Green and Gary Neal contributed nine and eight points, respectively, in the triumph.
"It was a weird game on both ends," Duncan said. "Both teams made runs, but we made enough buckets down the stretch to find a way to win."
David West netted 22 points and grabbed eight boards, while Paul George contributed 15 points for the Pacers, who had a brief two-game winning streak snapped. George Hill and Roy Hibbert donated 11 and 10 points, respectively, in the setback.
Holding a four-point lead going into the fourth, the Pacers quickly built their lead back to 11 with a 9-2 run to open the frame. But the veteran Spurs did not panic and worked their way back into the game before finally taking the lead thanks to a Parker 19-footer with 3:57 to play, putting an exclamation point on a 22-9 run.
Following Parker's go-ahead bucket, Hibbert missed a 7-footer. Duncan buried a deep deuce on the other end, and added a layup on the Spurs' next touch off a gorgeous look from Boris Diaw to widen the lead to 101-95 with 2:27 left.
Parker added a pair of free throws with just over a minute to go to ice the victory for the Spurs.
"It just slipped away from us," West said. "Not being able to contain their three main guns, we didn't make them go to those other guys and force those other guys to beat us. We allowed their three main guys to beat us."
The Spurs kept the Pacers at arm's length for most of the first quarter, holding a 22-14 lead with less than five minutes to play in the opening session.
The Pacers, though, made it a 26-23 game on a D.J. Augustine trey with less than a minute to go, which capped 9-4 push. Ian Mahinmi ended the quarter with an 18-footer for Indiana, cutting the Spurs' lead to 28-25 after 12 minutes of play.
A deep three by Green early in the second quarter gave the Pacers the lead during a 9-0 surge which saw the home side push its margin to 39-32 with 7:21 left.
The Spurs roared back with a 12-4 outburst, grabbing a 44-43 lead with 3:44 to play in the half. George capped the second stanza with a corner 3-pointer to make it 52-48 for Indiana at halftime.
Indiana broke it open in the third quarter, starting the frame with an 18-5 surge to build the lead to 70-53 with 6:35 left.
But, the Spurs answered with a big run of their own, closing the quarter on a 20-7 spurt to cut the deficit to just four heading into the fourth.
San Antonio has won five straight in Indiana ... The Spurs have won 14 of the
last 15 meetings between the sides ... Green has made at least one 3-pointer
in 31 consecutive games ... The game featured four ties and four lead changes
... San Antonio shot 49.4 percent from the floor and 20-of-22 from the free
throw line ... The Pacers shot 41.3 percent from the field, but struggled from
the stripe, hitting just 14-of-21 attempts.
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WTVQ.com supports children's privacy rights. All persons under the age of 13 MUST have parental permission to use this website and direct parental supervision is strongly recommended.


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Central Registration for Childcare Office
4575 Virginia Ave.
Andrews AFB, MD 20762
Phone 301-981-9981 / 301-981-9982
Phone (DSN) 312-858-9981
Fax 301-981-2106
Fax (DSN) 312-858-2106
General Information
The Department of Defense (DoD) and the Military Services take great pride in the variety and quality of services provided to children and youth on installations worldwide. While the services provided depend on the size of the location, the standards and quality of services are consistent and meet established regulations. The network has hundreds of locations worldwide serving over 1.3 million children.
Child Development Centers (CDC)
These facilities generally offer child care for children ages six weeks to 5 years old. Care is typically available weekdays. CDCs vary in size; the average CDC cares for about 200 children.
Patuxent River's CDC is accredited by The National Association for the Education of Young Children (NAEYC); a distinction received by less than 10% of all day care centers across the nation.
Waiting List
Due to a high demand for care, you may be placed on a wait list. Your position on the wait list depends on many factors that are at the discretion of the installation and may include your spouse's military/civilian status, your date of application, and your employment status. If these factors change while you are on the wait list, your position will be changed accordingly, so it is important that you keep your information, particularly your contact information, current. All registration requirements must be complete at the time a space is offered. Childcare is not an entitlement and spaces will be filled as they are vacated.
Fees are income-based and fall into fee ranges set by DoD.
To apply for child care, fill out DD Form 2606, the Department of Defense Child Development Program Request for Care Record and return it to Parent Central Services.
Call your relocation manager »
Or, for 24/7 assistance, call Military OneSource. »