The May Report: 11/4/2011: Waiting for Groupon — nevermore — with apologies to both Samuel Beckett and Edgar Allan Poe; John Abell of Wired.com says they must be uncorking champagne tonight sine they raised $700MM, got a nice but not too much of a pop which means they did not leave much on the table; the focus now shifts to what they do with the money — mobility, loyalty programs to lock in customers to compete with Google and Amazon, etc., (and what is the difference between users and customers anyway?); Funding Feeding Frenzy draws smaller crowd than in May with 16 presenters including everything from a flying car to a smart bar that automatically mixes your drinks (machine is a cool $17.5K); Geek2Chic draws 200-300 happy campers at Bloomingdales and a about 60 at the after party at Underground which I attended

Editor and publisher: Ron May, ron@themayreport.com, ronaldmay@aol.com, www.themayreport.com , 773-525-3944.

If you missed an article, go here: www.tmronline.com/A55951/tmrarticles.nsf/vwFullNewsletter

Louis Brandeis: “Publicity is justly commended as a remedy for social and industrial diseases. Sunlight is said to be the best of disinfectants.”
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please contact Backlinks Company www.BLcompany.com
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TEDx welcomes ideas worth spreading to Naperville on 11.11.11

TEDxNaperville is launching its second conference on 11.11.11. The event will be held at the Grounds for Hope Café, Lisle Illinois on November 11, from 1PM to 6PM. Cost of this event is only $50 and is payable online at tedxnaperville111111.eventbrite.com
About TEDx
In the spirit of “ideas worth spreading,” TED has created TEDx, where x = independently organized. TEDx is a program of local, self-organized events that bring people together to share a TED-like experience. At TEDxNaperville, TEDTalks video and live speakers will combine to spark deep discussion and connection in a small group. The TED Conference provides general guidance for the TEDx program, but individual TEDx events, including ours, are self-organized.
TEDxNaperville is a local, self-organized event modeled in the spirit of TED.
“Through TEDx, the TED organization has created a viral movement that allows great ideas to be spread – starting at a local level,” said Arthur Zards, founder and curator of TEDxNaperville, “It allows business leaders, visionaries , community leaders, and readers of this fabulous May Report a chance to listen to area leaders share thought provoking ideas, and have an opportunity to partake in engaging discussions afterwards”.
Speakers Include:
The Founder of the Red Bull Air force, Othar Lawrence, NBC5 blogger and entrepreneur Jill Salzman, and whom Shaquille O’Neal dubbed,” his head coach for happiness” , Dr. Elizabeth Lombardo PhD. Learn about more speakers at www.tedxnaperville.com.

Tickets are $50 and are available at tedxnaperville111111.eventbrite.com. Seating is extremely limited. Interested parties can also visit www.tedxnaperville.com for complete speaker bios and up-to-date event and ticket information.
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TABLE OF CONTENTS

The Scoop section:

– How will Groupon’s IPO compare with other tech offerings?
– Why Groupon May Fizzle, By Rick Newman | US News
– Briefly noted, by Ron May
– BNC’s Tech Pitch is back up and running
– Libraries as building blocks for learning and careers in local areas across Illinois – and the nation – Broadband Illinois
– Kathryn Born: The flying car company at FFF
– Name withheld: Publishing A Book
– Tomek, (Tomasz Andrzej Czekajewski ), Julia’s and Anna’s brother in-law: Groupon
– Business Networking Event Nov 17th At ChicagoMicro
– Re: Marty Nesbitt and friends
– TechAmerica Midwest – Upcoming Events, Affinity Programs
– John Jonelis: What is an office?, Summarizing the September 2011 MIT-EF meeting
_________________________________
The Scoop section:
_______________________
How will Groupon’s IPO compare with other tech offerings?

Speaking of how it might pop
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www.chicagobusiness.com/article/20111104/NEWS07/111109860/how-will-groupons-ipo-compare-with-other-tech-offerings

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How will Groupon’s IPO compare with other tech offerings?
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By: John Pletz November 04, 2011
(Crain’s) – When Groupon Inc. shares finally start trading, listen for a pop.
Investors, analysts and the many armchair Groupon watchers will be anxiously following the IPO and to see if the shares climb above the $20 offer price set Thursday night.
That’s the price that hedge funds and other big clients pay to investment banks to buy the shares. Individual investors begin buying on the open market today.
The online daily-deal pioneer offered about 35 million shares, or about 6% of its stock, the smallest “float” of any IPO this year, according to researcher Dealogic PLC. Such limited supply is expected to keep the stock price high, allowing early investors to flip their shares for quick profits, analysts and investors say.
It’s the most anxiously awaited Chicago IPO in a decade and no doubt will be compared with other Internet offerings this year that saw big first-day run-ups.
Topping the list of U.S. companies was social-networking site LinkedIn Corp., which more than doubled from $45 to $109 on its first day of trading in May, according to Dealogic. Others include online real estate site Zillow Inc. (+79%) and vacation-rental site HomeAway Inc. (about +50%). Chinese search-engine Qihoo 360 Technology Co. had a 134% first-day spike.
TOP POPS:
Here are the biggest opening-day jumps of 2011 IPOs. The percent change is the difference between the stock’s opening and closing price:
• March 29: Qihoo 360 Technology Co., +134%
• May 18: LinkedIn Corp., +109%*
• July 19: Zillow Inc., +79%*
• July 27: Teavana Holdings Inc., +64%
• July 21: Francesca’s Holdings Corp., +63%
• April 13: Zipcar Inc., +56%
• May 23: Yandex N.V., +55%
• June 28: HomeAway Inc., +49%*
• March 16: Cornerstone OnDemand Inc., +47%
• July 26: Dunkin’ Brands Group Inc., +47%
*Internet companies
Source: Dealogic PLC
It might not be easy to live up to the comparisons.
“Market conditions are different than when LinkedIn went public back in May,” says Greg Sterling, who follows tech IPOs at San Francisco-based Opus Research. “And there’s more skepticism about Groupon that didn’t exist when they (filed to go public) in June.
“But I think there’s going to be pretty heavy demand, given the company and its visibility. It’s one of these opportunities to get in on something new that doesn’t come along all that often. And there’s a herd mentality with IPOs.”
The real test will be whether the stock price holds up next week and in the coming months, as the buzz dies down and big investors such as mutual funds decide whether to buy the stock.
“With that (small) float, there will be a lot of turnover that day,” says David Rudow, an analyst at Thrivent Financial, a Minneapolis-based mutual-fund company. “The issue is, once things calm down, do you want to own it?”
Read more: www.chicagobusiness.com/article/20111104/NEWS07/111109860/how-will-groupons-ipo-compare-with-other-tech-offerings#ixzz1cjv5CYha
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Why Groupon May Fizzle, By Rick Newman | US News

Why Groupon May Fizzle – Yahoo! News
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news.yahoo.com/why-groupon-may-fizzle-174606257.html

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Why Groupon May Fizzle
By Rick Newman | US News – 3 hrs ago…

The animal spirits have welcomed Groupon to the public markets, with a successful initial public offering that values the company at a hefty $16 billion or so. That’s a much frothier start than other recent IPOs such as LinkedIn or Pandora.
Once the initial buzz wears off, however, Groupon will have to prove that its business model is sustainable in a convulsive retail environment that’s being transformed by technology and a Darwinian economy. It may also have to face down some of the giants of retail, such as online powerhouse Amazon and perhaps even Google. Many investors, in fact, believe that Groupon’s soaring stock-market opening–with a share price that started at $20 and spiked above $30 for a while–will be the high-water mark for the company, with a quick fade inevitable.
Groupon and its founder and CEO, Andrew Mason, certainly deserve credit for devising a new retail wrinkle and for rapidly turning the idea into an international business. Millions of Americans have already purchased the kind of daily-deal coupon that Groupon originated, saving 50 percent or more on goods or services once they redeem the voucher at a local merchant. Since Mason started Groupon in Chicago just three years ago, it has swelled to a company with 7,000 employees, operating in more than 40 countries. That’s the kind of “job creator” the U.S. economy desperately needs.
Whether Groupon can sustain those jobs is another question. The company’s business depends on merchants who are willing to offer deep discounts on food, clothing, spa services, dental work, and everything else local businesses offer, as way of getting new customers in the door. So far, the scheme has worked, even though some businesses lose money on the deals and aren’t sure they’ll ever make up the difference by turning deal-seekers into return customers willing to pay regular prices. There are clearly some factors in Groupon’s favor. A recent study by consulting firm Accenture found that fewer than half of all U.S. consumers have used daily-deal sites so far, so there’s still a large untapped market. Groupon also has a head start on competitors, with a bigger list of existing customers (and their E-mail addresses) and better brand recognition than other deal sites.
But there are several reasons that Groupon’s early success might be a temporary phenomenon. Here are four:
Low barriers to entry. Groupon’s success has spawned many other deal sites, such as Living Social, LevelUp, Mogl, and hundreds of smaller outfits. By one estimate, in fact, more than 500 daily-deal sites have sprung up over the last couple of years, some of them already out of business. Groupon is the biggest so far, and it has first-mover advantage. The question is whether that will count for much in the longer term.
In some businesses, being first to market establishes a huge edge that can last for years, especially if the business relies on a new design or idea backed by proprietary technology, such as the iPad or the Mini Cooper. It’s also hard to copy physical infrastructure that takes time and money to build. Netflix, for example, milked its first-mover advantage for a decade before competitors caught up to its DVD distribution system and came up with better ideas, such as renting movies out of vending machines at retail stores.
It’s a lot easier for competitors to copy Groupon’s model, since all it really takes is a sales force canvassing local businesses and a promotional campaign that will attract customers to the deals. Competition will cut into Groupon’s market share and force it to offer better terms to merchants, lowering profitability. It may also exhaust merchants, who tire of the onslaught of deal chasers and dial back, at some point leaving less business to be split among more deal purveyors. To succeed, Groupon will have to keep outsmarting competitors and finding new ways to reach customers. “If they rest on their laurels or try to rely on the sizzle of the idea,” says Tom Jacobson of Accenture, “they’ll probably end up in the same place as anybody else who doesn’t innovate.” In other words, think Borders or Blockbuster.
Middlemen. Businesses who offer deals through Groupon or a competitor are paying a fairly high price. Most of them are willing to lose money on the deal itself, because they’re paying for a promotional campaign they don’t have the staff, budget, or expertise to handle in-house. But businesses might be able to get a better deal themselves. New companies such as Stampede offer to act as an agent helping merchants negotiate better terms with the deal sites–another trend that will lower profitability for Groupon, et al.
[See why I'm shunning Groupon.]
On the consumer side, sites such as Yipit monitor dozens of deal sites and send consumers the offers that are likely to be most appealing, based on their personal interests. That seems likely to further erode Groupon’s first-mover advantage. While Groupon may have brand recognition, there’s no evidence that its customers are loyal to the brand, especially since they tend to be price-sensitive by nature. So consumers seem likely to chase the best deals, from any site, rather than stick with one deal merchant.
The “decay function.” Blogger James Kwak argues that Groupon’s existing customer base–which the company touts as one of its most valuable assets–could end up being worth far less than the company claims. By analyzing Groupon’s own data, Kwak estimates that customers who have purchased a coupon in the past and are already in the fold may end up spending less money on Groupon in the future, as they try out competing deals or simply lose interest. This “decay function” might level off at a point that allows Groupon to remain profitable. But it could also keep falling, which would force Groupon to spend a lot more on marketing to continually bring in new customers. That would be a costly and perhaps devastating blow to Groupon’s business model, which relies on existing customers to keep spending.
Another big, unanswered question is whether the novelty of daily deals will wear off. The Accenture study shows that daily deals remain popular, but it also highlights some weaknesses of the whole concept. Significant numbers of people who belong to a deal site feel they get too many E-mails, and too many offers for things they’re not interested in. That problem could get worse as deal sites proliferate. And participants on average redeem barely half of the deals they’ve paid for, which means many people may not be saving anything at all, on the whole. If enough consumers do the math and decide such deals aren’t worth it, the entire trend could suddenly stagnate.
[See how Steve Jobs can save the economy.]
Overdependence on physical stores. For now, Groupon-style deals are targeted at the most vulnerable part of the retail establishment: local stores. Groupon is aggressively pursuing a mobile strategy–known as Groupon Now–which allows shoppers to download coupons onto a mobile device and find real-time deals wherever they happen to be shopping. That’s a smart play meant to capitalize on what looks like the next big trend in shopping. But guess who else plans to capitalize on that trend: Google, which has its own smartphone platform, a near-monopoly on Web advertising and more money than all daily-deal sites combined will probably earn over the next decade.
Since brick-and-mortar stores are consistently losing ground to online shopping sites, Groupon’s long-term profitability depends heavily on its ability to find a niche among the biggest names in E-commerce. That includes Amazon, which just rolled out a low-priced tablet device meant to steer shoppers to its website for many of the things they once traveled to stores to purchase. Then there are huge hybrid retailers like Target and Wal-Mart, which have a strong presence in both the physical and digital marketplace and seem to have no need for deal-packagers like Groupon.
Maybe Groupon’s startup mentality will keep it a step or two ahead of the lumbering giants, and even help local merchants find a way to expand their business online. But there have been hundreds of scrappy businesses that buzzed triumphantly under the nose of the Goliaths for a while–before getting squashed. Groupon has a long way to go to prove it’s not one of them.
Twitter: @rickjnewman
–Check out a roundup of editorial cartoons on the economy.
–See photos of the Occupy Wall Street protests
–Ken Walsh’s Washington: Democrats Losing the Debate on the Economy
_________________________________
Briefly noted, by Ron May

* As you know if you have watched the stock market at all today, Groupon went public this morning and while they priced at $20 a share, trading began at $28 a little after 9:30am. For a time the stock was up by about 54% and at close, it appears to be settling in at about a 40% first day pop.
It traded as high as $31 and at that price, the value would be $19.9B. But it did not stay at $31, and closed closer to $26.
They raised $700MM ($200MM more than the analysts had been expecting) and there is a lot of discussion about everything from their competitive edge, to spending on marketing to how much they make per user or customer now vs. how much they made a few years ago. CNBC has been all over the story all day, and I’ll try to summarize the issues next week. They had an extensive interview with Jason Child, Groupon’s CFO.
Now the focus shifts to what good use they make of the money they just raised.
Bottom line, no matter how the story turns out, it is a Chicago firm that is being heralded as the biggest tech IPO since Google and they were the biggest and earliest mover.
The comparisons to the LinkedIn IPO which popped 109% and the Zillow IPO which rose 79% on the first day of trading will be made, but don’t forgrt that Groupon was supposed to price between $16 and $18, but they ended up going at $20, so percentages can be misleading.
An IPO gives some sense of the value of the firm and if 4.97% is a small offering, the value nonetheless comes in at $12.5B.
John Abell of www.wired.com is doing analysis of the IPO on The News Hour. He mentions Andrew but not Eric or anyone else. And his explanation for the small offering in terms of percentage of total shares is the desire for control, but he does not mention jacking up the price or valuation.
He says they’re uncorking the champagne today because they did not leave much money on the table.
Jim Cramer who took TheStreet.com public in the sdot com boom period did mention lawsuits that emanated from their IPO this morning on CNBC.
John McCarron just said on Chicago Week in Review that right off the bat Groupon owes $500MM to the vendors, a small detail that I did not hear all day on CNBC, but then again, CNBC wants to sell stock.:).

* Fifty things I learned at the Funding Feeding Frenzy, not ordered by significance.
1. David Beazley (dbeazley@mail.com) and Les Teichner (lteichner@aol.com), both of whom were panelists, are buying a social media firm, and Beazley says they are currently under an NDA.
2. Craig Bradley (cbradley@edwardswildman.com and 312-201-2606) of Edwards Wildman Palmer, LLP (Edwards is a Boston firm), fka Wildman Harrold, is also one of five co-founders of Wildcat Angels tied to Kellogg. In May at FFF, Bradley bragged that Wildcat had stolen the documents for doing deals from Hyde Park Angels. But Wildcat does not seem to have followed HPA’s lead when it comes to publicizing deals.
Bottom line: Craig says that Wildcat has now done five, I repeat five, deals out of eleven firms that presented to the group. That is an incredible percentage.
The other co-founder Craig mentioned was Brad Moorhead of SafeCo, I believe he said. I discussed the secrecy of Wildcat Angels with Craig and they may start to open up more, as HPA has been doing for years.
The website reveals — well, not much compared to the HPA site. The investors and deals are not named, but there is an Oct./Nov. meeting, but I could not find the date.
I did find out one thing of interest though. Remember that entrepreneurs reality show at John Barleycorn’s in August? thought that Frank Gruber was tied to it. Well, it turns out that Wildcat Angels was connected to it.

www.wildcatangels.com/

3. Mike Fisher of www.storymixmedia.com got no votes from the panel at the level of “You’re Fundable” but the panel did encourage him. He told me that he deliberately left out the fact that he has met twice with Lightbank in the last two weeks and his last meeting was with Brad Keywell. He expects to hear from them soon, but it is not a done deal. He told me that Lightbank may be more interested in the technology he has than his specific business. The raise would be between $500K and $1MM, I believe he told me. The reason Mike did not mention the status of his talks with prospective investors is that he did not want to bias their views. He wanted to get their opinions not influenced by such information.
4. Sean Driscoll (sdriscoll@bankofny.com and 312-827-8514) is an Assistant VP at the Bank of New York. they have 200 people here at 2 N. LaSalle St. The bank is starting a small VC group which will have $25MM to $50MM. I believe that fund will be managed out of the Wall Street office.
5. Ada Vaughan who runs Cutey Baby, www.cuteybaby.com, in Lombard (ada@cuteybaby.com and 630-440-6501) presented at FFF on May 4, 2011. She continues to grow. Sales are now $850K for the year with a full-time staff of one — Ada. She has six part-time people. She also has six retail chains signed up now, including Meijer’s, Costco, HEB (which has 400 stores in Texas). Ada’s diapers are manufactured in China and India. An order takes about 40 days to get shipped and then you have 30 days on the water, followed by a few days to deliver. Payment runs from 30-90 days, she told me. One problem Ada runs into is changes in orders and she gave me an example, effectively a kind of charge-back.
In May, Ada was looking to raise $1.2MM and she’s had “a lot of dates, but no proposals,” she said. She is looking for strategic investors and/or partners. She told me she needs someone smaller than Gentry, Glenn Gottfried’s firm. She said that she had done some work with David Beazley, but then he found another deal that he was more enthusiastic about and I gathered that Beazley was off to other things.
If I may digress, this is a frequent and common problem encountered by entrepreneurs. If you are working with a broker, then the issue becomes how much time and effort he or she devotes to you. Closing deals requires intense concentration at some point in the process. That usually means ignoring other deals. This has consistently one reason Len Bland’s track record as a broker is weak. He is spread far too thin, and he does not have the angel connections. One entrepreneur whom I talked to at the CEC dinner, George Nicholson, who has bootstrapped his firm Training247.com to annual revenues of $2MM, says that Len told him he would pencil him in for January 2012. If a broker tells you he’ll get to you in three or four months, I’d be concerned.
But Ada’s big problem in raising capital is the same problem Julian Pretto has — namely, she’s profitable and that fact alone does not appeal to investors. Cutey Baby has sold 150,000 units so far this year.
Look, I have to get this out. Here are the upcoming topics. I’m going to try to make the tail end of Stefania’s and Jim’s farewell party 80th floor of the Hancock building..
6. John F. Thompson ,angel investor and friend of Andy Nadler.
7. John Jonelis
8. Eyal Amir and FasPark, www.faspark.com
9. Kathryn Born and www.tincmag.com
10. Jules Esh
11. Stephen Cook, the flying car guy, www.labicheaerospace.com
12. Tim Knecht and William Metropulos and www.mysmartbar.com which won in the Kraken Cave category.
13. Sweet Perk was the winner in the Guppy Bowl, www.sweetperk.com.
14. Pazari LLC, www.pazarillc.com
won in the Piranha Pond and
15. Wish by Wuauu, www.wishvendors.com, got honorable mention in the Piranha Pond.
16. Technori’s monthly tech pitch events
17. The rise of the LC3 form of corporate organization.
18. Too much to list now.
Let me get this out.
There were 90 people at FFF at about 11am. Overall traffic throughout the day was probably 130-140. Sixteen firms presented. I saw ten of the presentations or have seen the presentation in the past. Sixteen firms compares 31 in May and 14 in December. Much more commentary on Monday.
_____________________________
BNC’s Tech Pitch is back up and running

Subject: RE: David, has your Tech Pitch event been discontinued? If not, when is the next mt?
Date: 11/4/2011 1:56:45 P.M. Central Daylight Time
From: davidcarman@sbcglobal.net
To: RONALDMAY@aol.com

No, it’s still in existence. We took a few months off, though. Our next meeting is Wednesday, Nov. 16 at the law firm of Perkins Coie. Two tech startups will pitch. Afterwards, I will interview Troy Henikoff.
David
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Libraries as building blocks for learning and careers in local areas across Illinois – and the nation – Broadband Illinois

Subject: Libraries as building blocks for learning and careers in local areas across illinois – and the nation – Broadband Illinois
Date: 11/4/2011 3:43:01 P.M. Central Daylight Time
From: leo@howehutton.com
To: leo@howehutton.com
—–Original Message—–
From: Layton E. Olson
Sent: Friday, November 04, 2011 2:54 PM
To: Layton E. Olson
Subject: Libraries as building blocks for learning and careers in local areas across illinois – and the nation – Broadband Illinois
Colleagues,
Here is link to my blog on the importance of Internet connections and skills to meet FCC’s National Needs for Broadband (in this instance for Education, Learning and Career Services)

broadbandillinois.org/news/82

Libraries in recent years have reinvented themselves as “people + book + technology” Local Area Places in towns as small as 500 (or less) to library districts as large as 35,000 in Chicago and 68,000 in Skokie, Illinois. Since the deep recession hit with a bang in 2008, most libraries have literally doubled the use of computers as job-search tools, and as a supportive network environment for persons in all forms of life transition and cultural exploration.
In the face of proposed (further) budget cuts to libraries, it’s encouraging to see stories and editorials speaking up for libraries as “community anchor institutions.” See today’s Chicago Tribune:
Change of Subject: Cut libraries? Shush!

blogs.chicagotribune.com/news_columnists_ezorn/2011/11/shhhh.html

If you “like” what you read, I would encourage you to (1) write a story about the values of internet access and skills, (2) forward the message to colleagues, and (3) make comments and “like” the Facebook conversation of Partnership for a Connected Illinois: www.facebook.com/broadbandillinois
Layton Olson
Consultant to Partnership for a Connected Illinois
www.broadbandillinois.org
312-263-3001
______________________________
Kathryn Born: The flying car company at FFF

Subject: told you we’d start getting into trouble at some point
Date: 11/4/2011 9:38:35 A.M. Central Daylight Time
From: kathryn71@gmail.com
To: ronaldmay@aol.com
Kathryn Tinc-Mag
Went to Funding Feeding Frenzy and – I kid you not- a guy was pitching a flying car. Complete with the picture of a car with airplane wings sticking out (below). Next time there’s a pitch event I’m going to stand up and pitch “The Wheel”, explain that I’ve got this great concept for a circle that can move objects.
Cook Flying Car LLC | Funding Feeding Frenzy
fundingfeedingfrenzy.com
Like · · Share · Wednesday at 8:12pm
Darrin Stern Wow, do they will take any kind of pitch at these events? Did people take the biz seriously? Did anyone get real contacts for funding?
Wednesday at 8:30pm · Like
Kathryn Tinc-Mag I think these pitch events are pretty prevalent, and I think the # of actual investors in the audience likely gets to be less and less.
Wednesday at 9:24pm · Like
Darrin Stern That is said. These event should add value not just be a reason to out.
Wednesday at 10:05pm · Like
David Culver Wow! 16 Entrepreneur pour out their blood, sweat and tears in front of some of the most active investors in Chicago and THIS is the post that comes from it?!? HUGELY disappointed in TINC.
5 hours ago · Like
David Culver Did you happen to actually listen to / watch the presentation? How about mentioning the fact that there is already another company Terrafugia already making (and flying & driving) “flying cars”? www.ibtimes.com/articles/109522/20110207/flying-cars-terrafugia.htm You know…”with wings sticking out”…for real. Maybe it would have been good to follow that fact up with another fact…like that TF already has over 100 orders (and over $1,000,000 dollars in deposits from those buyers) for flying cars? Or that at $200K+ a piece per flying car, that represents over $20,000,000 in REAL orders. How about we give the benefit of the doubt to the hardworking entrepreneurs until you actually chat with someone who has evaluated their presentation and spent hours with them discussing their dreams and passion to turn an idea into a reality? Too much to ask? I hope not…
Flying cars set to hit market by 2012 – Autos & Trends
www.ibtimes.com
All car lovers only dreamt of owning a flying car, but soon this will turn into reality and will be able to fly one next year.
5 hours ago · Like ·
Kathryn Tinc-Mag David, with all due respect, it was a terrible presentation. And yes, I suffered through each unqualified moment of it. I’ll also add that we are not a free PR service. We feel it is our responsibility to both highlight and criticize what is out there.
39 minutes ago · Like
Kathryn Tinc-Mag What was so horrible wasn’t just his presentation, but the fact that he had absolutely no reason to be in a position to handle such a project … and worse.. Shark Tank is funny, they’re critical. The panel sat there, limp, asking puff questions. I mean, really, they’re going to make this for $100K? Really? Get a flying car up and running and through the regulatory ropes at that number? And in the spirit of criticality I will add 2 things. 1. Having people wait hours between presentations … only to have them happen simultaneously, was very weak. 2. The “keynote” given by a woman who did not actually raise money but got “great free advice” was also very weak. And I’ll add in a 3. “Storymix” was also up there … where they make delightful wedding videos where the techno music in the background persists as the wedding music plays at the same time.
Chicago Art Magazine
TINC Magazine (tech)
DIY Film
_______________________________
Name withheld: Publishing A Book

Publishing A Book
ronaldmay@aol.com
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from [Name and email address withheld upon request] to Ron May
date Sat, Oct 29, 2011 at 8:49 AM
subject Publishing A Book
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Good morning Ron,
Please do not publish my name or contact info.
I just read your latest post. The idea of you writing a book is a good one – and a natural extension. But may I toss out a few suggestions?
a) While Groupon and/or Eric Lefkofsky may be interesting topics, I think a broader sweep (“Chicago Technology Confidential”?) would have more appeal; and few would be able to do it besides you.
b) If you do something, you may want to self-publish (I recommend Blurb www.blurb.com – where I have self-published several books – you have one I believe but you can search Blurb for the others if you want to get a feel for things).
c) The self-publish route is perfect for those like you that already have an existing following and do not need outside distribution. My rec would be to simply edit a stream of your postings into one book (I am doing the same with my blog).
If you want to delve into this deeper let me know and I will happily show you the ropes.
Have a great weekend,
[Name and contact info. withheld upon request]
____________________________________
Tomek, (Tomasz Andrzej Czekajewski ), Julia’s and Anna’s brother in-law: Groupon

Groupon
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Inbox
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Reply
from Tomasz chicago.tomasz@gmail.com
to “ron@themayreport.com”
date Sat, Oct 29, 2011 at 5:15 PM
subject Groupon
mailed-by gmail.com
signed-by gmail.com
Important mainly because of the people in the conversation.
hide details 5:15 PM (10 minutes ago)
Ron
I told Agnieszka and anyone that would listen six months ago that this is a scam. I honestly think that the company is worth less than a billion.
Write that book man, can you give Mira a free copy
Tomasz Andrzej Czekajewski
_______________________________
Business Networking Event Nov 17th At ChicagoMicro

Business Networking Event Nov 17th At ChicagoMicro
ronaldmay@aol.com
X
Reply
from Julian Pretto julian@chicagomicro.com
to RONALDMAY
date Fri, Oct 28, 2011 at 11:12 AM
subject Business Networking Event Nov 17th At ChicagoMicro
hide details 11:12 AM (3 hours ago)
ChicagoMicro invites you to our next business networking event Thursday Nov 17th at our state of the art corporate headquarters located in downtown Arlington Heights.
Register here: suburbantech.eventbrite.com/

Enjoy the opportunity to explore new and emerging products and technologies and network with over 200 fellow business owners, service providers, and entrepreneurs! Like every other event we do, we’ll have great food, cool refreshments, excellent giveaways and of course a grand prize available to all registrants. Bring lots of business cards. There will be multiple drawings for prizes. Business owners are encouraged to bring their employees that handle IT or their outside IT consultants.
Experts from companies such as Microsoft, HP, IBM, Cisco, and many others will be on hand.

Reserve your spot today! If you have additional questions, contact us at 877.832.4312 or by e-mail at social@chicagomicro.com
______________________________
Re: Marty Nesbitt and friends
]
Re: Marty Nesbitt and friends
X
ronaldmay@aol.com
X
Reply
from Thomas Bennett tomrbennett@yahoo.com
to Name withheld on standing request
cc ronaldmay@aol.com
date Wed, Oct 19, 2011 at 9:29 PM
subject Re: Marty Nesbitt and friends
signed-by yahoo.com
Important mainly because it was sent directly to you.
hide details 9:29 PM (1 hour ago)
[Name withheld]:
I’m pretty darn close to 100% confident that you’re involved with the Illinoispaytoplay.com website.
Why don’t you at least grow a set-of-nuts and publish under your own name? As Ron May has often mentioned to me – a writing style preserves its own unique fingerprint.
To this end, the article you published earlier today re: Annabel Melongo totally blows your cover! You are totally behind the Illinoispaytoplay.com website:

illinoispaytoplay.com/2011/10/19/annabel-melongo-the-machine%E2%80%99s-political-prisoner-for-over-18-months/

How much $$$ is Team Blagojevich paying you for your covert public relations efforts?
Inquiring minds want to know.
Rod Blagojevich, Roland Burris and Tony Rezko are pieces-of-sh_t. And by extension your a piece-of-sh_t for performing their dirty work. In fact, you’re just as pathetic as John Chase & Company at the Chicago Tribune.
TRB
— On Mon, 3/21/11, [Name withheld on standing request] wrote:
From: Name Subject: Marty Nesbitt and friends
To: tomrbennett@yahoo.com, trb@tblimited.com
Date: Monday, March 21, 2011, 8:51 PM
Mr Bennett
I would like to make contact with you, as I too am a scrappy Irishman with a great deal of inside knowledge in the subject you have written about below.
Please feel free to contact me through email or [Phone number withheld on standing request]
[Name withheld on standing request]
Tom R. Bennett: Special Report: Pay-to-Play Corruption at Marty Nesbitt’s CHA
Subject: Fw: Special Report: Pay-to-Play Corruption at Marty Nesbitt’s CHA
Date: 12/29/2010 2:02:52 P.M. Central Standard Time
From: tomrbennett@yahoo.com
To: ronaldmay@aol.com
_____________________________
TechAmerica Midwest – Upcoming Events, Affinity Programs

Subject: TechAmerica Midwest – Upcoming Events, Affinity Programs
Date: 11/1/2011 4:25:49 P.M. Central Daylight Time
From: ed.longanecker@techamerica.org
To: ronaldmay@aol.com

Ron,
I wanted to provide a quick update for your readers on several upcoming TechAmerica and partner sponsored events. Additional details on all items can be found below. Most of TechAmerica’s more than 700 annual events and committee meetings can also be viewed anytime on our national event calendar – tiny.cc/jyoo7.
Also included below are some of our featured services and affinity program. Companies interested in participating in our national Member-to-Member Index and promotion can contact me directly. I also hope all qualified companies will consider obtaining a quote to compare their medical, vision and dental benefits to our TechAmericaHealth Program. TechAmerica has offered differentiated health care options for the technology industry for 30 years. Companies can contact us directly for more information.
TechAmerica & Partner Events
TopSpin Chicago – Supported by TechAmerica – Chicago, November 3, 2011
TechAmerica Classic Financial Conference – San Diego, CA, November 7-8, 2011
Chicago Innovation Awards – Sponsored by TechAmerica – Chicago, November 8, 2011
TechAmerica CFO Roundtable – Lombard, November 11, 2011 (Invitation Only)
TechAmerica Illinois Tech Index Event & Investor Forum – New York, November 15, 2011 (Invitation Only)
Great Lakes Entrepreneurial Bash – Sponsored by TechAmerica – Chicago, November 17, 2011
TechAmerica Illinois CEO Resource Group (Invitation Only)
TechAmerica Featured Savings, Services & Affinity Programs
TechAmerica Health Program – Medical, Vision, Dental
TechAmerica 401K Program – Compare and Save Today
TechAmerica Credit Card Processing Discount – Save 25-40%
Discounted Web and Audio Conferencing
TechAmerica Member Discount Index – Enroll for free today and let TechAmerica market your products and services nationally. Featured index offers are listed below.
TechAmerica State, Federal, International Policy Resources
TechAmerica & Partner Events
TechAmerica Classic Financial Conference – San Diego CA, November 7-8, 2011
The Classic celebrates an impressive history of helping some of today’s best known public technology businesses gain early market traction and visibility. It’s unique, concentrated format lets participants maximize investor conversations and minimize costly road shows, providing a solid return on time and travel costs. In just two days, companies get to share their message with an expanded group of highly focused investors while investors get to view and visit with as many companies as their interests dictate, all in one convenient location. More details and registration information here: tiny.cc/e2mrx.
Chicago Innovation Awards – November 8, 2011 – 5:00 PM – 8:30 PM
For the 10th consecutive year, the Chicago Innovation Awards will celebrate our region’s most innovative new products and services. We invite you and a guest to join us. The winning organizations we reveal may be large or small, for-profit or not-for-profit, high tech, low tech or no tech, but they are all tied together by their commitment to innovation. Register here and enter invite code: “celebration” – tiny.cc/7zj1m.
TechAmerica CFO Roundtable – Lombard, IL, November 11, 2011
Established in 2007, these quarterly lunch meetings provide technology finance executives an opportunity to discuss priority issues facing our industry and to share benchmarking information with industry peers. These meetings are free to members and are exclusive to Chief Financial Officers. For more information, please contact Ed Longanecker at ed.longanecker@techamerica.org.
TechAmerica Illinois Index & Investor Forum – New York, November 15, 2011
TechAmerica member executives will gather in New York to celebrate the Illinois Tech Index (ILTI) at NASDAQ. This event is full and by invite only. For more information, please contact Ed Longanecker at ed.longanecker@techamerica.org.
Great Lakes Entrepreneurial Bash – November 17, 2011 – 4:30 pm – 7:00 pm
Co-hosted by TechAmerica, The Entrepreneurial Bash is a celebration of outstanding entrepreneurship that brings together top business leaders, executives, company owners, and aspiring entrepreneurs. Hear from a panel of world class company founders who started from scratch and blazed a trail to success at, or greater than, $100 million. Founders share key insights and ingredients that made their companies extraordinarily successful — as well as the challenges and failures they faced along the way. Speaker and registration information here (use discount code: TECH3) – direct link: tiny.cc/8stc2.
TechAmerica CEO Resource Group
This group was established by TechAmerica (formerly AeA) over 20 years ago. Additional details will be provided directly to executives that meet the criteria to participate in this exclusive forum. For more information, please contact Ed Longanecker at ed.longanecker@techamerica.org.
TechAmerica Featured Savings, Services & Affinity Programs
Improve your bottom line, strengthen your business operations and lower your expenses with TechAmerica’s business services. Whether you are a start-up or a multi-national corporation, TechAmerica’s portfolio of preferred business services provides your company and its employees considerable benefits and savings. Additional details here: tiny.cc/kt33c.
TechAmerica Member Discount Index
All technology member companies are encouraged to enroll for free in TechAmerica’s Member Discount Index. TechAmerica promotes the index six times per year to our entire database of industry contacts nationwide, in addition to featuring the offers and companies on our website for the full offer term. Only TechAmerica can offer national exposure to 10s of thousands of opt-in technology executives for your company, products and services.
The Discount Index, part of TechAmerica’s Member to Member program, is an online platform where members can post discounts and shop for products and services at a reduced price. The Discount Index is designed to help expand marketing efforts, and enables you and your company to save on products and services. Take advantage of your membership benefits and save today! For more information or to ENROLL, click here: tiny.cc/1ufmu.
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crowdSPRING – Receive a $99 promo package for FREE with a crowdSPRING project
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Frontline Selling – Receive unlimited access to Frontline’s RAMP-UP methodology
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TechAmerica State, Federal, International Policy Resources
TechAmerica is the voice for the high-tech industry for state, federal, and international public policy. As a member driven organization, our priorities represent the business interests of technology companies – large and small – such as broadband, competitiveness, e-commerce, education, environment, government procurement, health care, immigration, IP, privacy, tax, trade, and more. Take a moment to review a sample of priorities and unmatched policy resources dedicated to our technology member companies. More information here: tiny.cc/p67cb.
Ed Longanecker
Executive Director, Regional Vice President
TechAmerica
1100 E. Warrenville Road, Suite 150
Naperville, IL 60563
P 630.282.4332
F 877.726.8459
M 630.890.2015
Ed.Longanecker@TechAmerica.org
Follow us on Twitter, become a Facebook fan, and join our LinkedIn group to connect with your industry peers!
_____________________________
John Jonelis: What is an office?, Summarizing the September 2011 MIT-EF meeting

coreinsightstory.com/category/mit-enterprise-forum/

WHAT IS AN OFFICE?

05Oct

As I heard it –
What is an office? Yes, I’m really asking that question. What makes an office an office? What might it be in the future, because it sure isn’t going to be what it once was. Sitting in the huge conference room at the IBM Innovation Center in Chicago, I hear serious ideas thrown around that question. The room dwarfs the oversized projection screen and four 60″ flat-screen monitors flank the seats. The MIT Enterprise Forum is presenting THE FUTURE OF THE OFFICE, and tonight, this room is my office. There are more Ph.Ds. in the room than MBAs. MIT’s events are always as good as it gets. I like these events so much that I joined the executive committee and I never join committees. Tonight, I am treated to an outstanding panel:
•Hugh Musick – Moderator – Dean & Director of Exec Education at IIT
•Jeff Calusinski – IBM distinguished engineer – one of only 400 in the entire company
•Brian Shapland – Forward thinker at Steelcase
•Ross Kimbarovsky – Entrepreneur extraordinaire at CrowdSPRING

As moderator, Hugh Musick issues the challenge: What is an office today? What might it be in the future? If anyone can work with anyone, anywhere, anytime, what’s in the future? Further, what’s the value of culture in this distributed world? And how does culture promote work? Hugh turns it over to Ross Kimbarovsky of CrowdSPRING..

Ross starts with a story about a friend who asks a waiter to bring her special tea pot. Imagine having your own personal teapot and your own personal tea at your favorite restaurant. That’s a good analogy for the way people see the workplace these days, and the younger the employees, the more divergent their expectations about the ways they engage with employers and co-workers.

Next, Hugh makes a striking point. Work is now continuous-not the old 40 hrs. Productivity is no longer measured by time at a desk. A big cultural change is underway-not just in the works, but happening right now to you and me. The factory is no longer downstairs from office-it’s overseas. The middle class is growing worldwide. Management is becoming less top-down. Collaboration is the way successful companies do business today. Working is informal compared to anything in past experience. This is real. Practical. These aren’t dreams.

Brian’s company, Steelcase, makes high-end office furniture. How do they adapt to shrinking demand? He talks about stepping back for a new look and sees three key global work trends
•Less square feet per worker. Yes, that’s already a fact despite the economy.
•Today, only 72% of people consider the office as THE place to work.
•There are 75M people in Gen Y. Today’s eighth graders will soon replace baby boomers in the workplace. These kids reject the traditional workplace.

Is your workplace ready for that kind of change?

Ross-people don’t know what they need. As they work in a new culture, their wants and needs change. Originally, people wanted video games and Ping-Pong tables, but that changed. Now people want flex hours, remote work. As the needs of the workplace change, companies keep adapting. “Thinking long term isn’t the real world anymore.” Whoa-they could do a big debate over that single statement, but I get his point.

TECHNOLOGY

To today’s young workers, technology is oxygen. Values have changed. To many, an iPad is worth 5K in salary. Ross points out that in the past, people needed all sorts of expensive office equipment. That limited what they could do away from the office and made remote work an obstacle. It was just too expensive to provide the essentials for every employee. Now, global telephony enables work anywhere, any time. Cloud Computing allows people to be productive away from the office. People sometimes work at 2am and take off the middle of the day. People are comfortable working where they want, when they want.

Hugh-The PC enables people to do things they never did before. Kids today are a true producer class. Tech lets them make anything they want. Movies, recordings, etc.

Jeff addresses the subject of technology in collaboration. Nobody needs to solve a problem alone any more. If two can collaborate face-to-face, many on social media can do even better. The old model was, get in front of clients, customers, employees. The new model is, get in front of community. Influence is key and sharing creates influence.

Ross points out a huge structural change. Because of technology, small companies can now compete with giants. His company, Crowdsping, is 19 people managing 100K+ people.

At the same time, traditional corporate environments are getting more and more entrenched. They don’t reward innovation. They don’t understand new structures. The way people want to work and the way they choose to work is vastly different from the way big corporations think people need to work. This gives small nimble companies a competitive advantage.

CULTURE

Today’s young workforce functions differently than their older counterparts. These people want a relationship with everybody in the room and constant feedback. They want the freedom to connect with the company president. But they’re satisfied with a relationship that’s digital.

According to Ross, you can’t legislate culture. You create culture by fostering the desired environment. Culture is defined by the way people cooperate, collaborate, innovate. It’s not done by building better offices. Culture drives work. Office space doesn’t do that.

Brian believes that if the culture doesn’t support the new ways of working, it won’t function in the workplace. Technology now lets you sit in a comfortable chair when 10 years ago people saw that as goofing off. Mentorship is huge in retaining workers today and a big part of encouraging collaboration. An interesting shift is the trend toward reverse mentoring. Reverse mentoring is more important than ever because experienced workers need to embrace unfamiliar technology. That’s a cultural reversal that can’t be denied.

Ross asks, if you have a non-distributed team, how do you design your office? One workplace may be fancy, another functional. Either style can work if it fits the culture. CrowdSPRING doesn’t have offices at all-just one big room and a couple of conference rooms. No cubicals, just open desks. Yet some face-to-face time is still needed to model collaboration. He freely admits that his model may not work for another company and recommends that you drive your structure by your company’s cultural needs, not by management’s needs.

TRUST

Trust is a different concept than it once was. Many kids today have online relationships with people they’ve never seen. What will be the impact of today’s eighth graders when they come into the workforce? These kids are comfortable with digital connections and a paperless office.

Sustainability is a big issue. People switch jobs at a higher rate than ever before. The successful companies will foster change that reverses that trend. The #1 priority is a company’s commitment to sustainability, and that comes from trust.

Ross makes a huge point: Trust is digital-”Do or do not,” as Yoda would say. Small companies ask people to do the work and trust that they can. To emulate that, large companies need to form small teams that have trust in each other, much the way Google does.

At this point, we go to Q&A. Ron May is saying that the panel is spooning out Pablum. Hasn’t he been listening? I know Ron May. His mama didn’t raise no dummies. If he missed it, much of the audience must have missed it, too. I admit that the subject is highly targeted but the abstractions the conversation throws out are nothing short of fascinating. We’re talking about the basic structure, culture, and human issues of the way we work. We’re at Point A and most of us didn’t even think about it. We’re heading for Point B, which will be really different. And that’s clearly the case once you recognize Point A. The ramifications are staggering. I lean back and recognize how glad I am that I came tonight.

QUESTION-”How do you address the issue that different parts of a large company may need different types of offices?”

Jeff-”IBM is 100% mobile.” What did I just hear? A hundred percent? Think about that for a moment. A big company like IBM. Then he points out that mobile means different things to different departments. For some that may be only one day a week away from the office. That’s still a big shift. Then he answers the question directly. “It has to vary by department.” Sales is mobile all the time while manufacturing can’t work away from the factory all that much.

Brian-Steelcase designs a different space to fit the particular group. People don’t want to be in cubicles, but there has to be privacy when needed. Imagine that. An office furniture outfit thinking in terms of company culture and human needs, using technology to make a fit on an individual basis. How many desk makers think that way?

QUESTION-”How do you measure value in a mobile collaboration? It may be easy to monitor sales, but what about everybody else?” As I listen to this question, I am keenly aware of the dehumanizing aspect of it. It’s a big corporate idea. How do you measure a human being?

Jeff-Many corporations, purchase technology, then put it in corner and tell their people, “Go use it,” with the expectation that people know how to use it. You’ve got to be purposeful in asking, “What is the expected outcome and how do we accomplish it?” It’s worth paying attention to this. People who are empowered download documents and do their own self-service. We no longer need to be directly involved in each function. Work is done in context. The real measurement is “outcome-based” And he’s right. We’ve come to the point where we no longer care about method. It’s the result that counts. That makes for acceptance of all kinds of eccentric work styles never tolerated before.

Ross-ROI is tough to measure, especially in social media. Ask instead, “Did this person contribute to revenue in a positive way?” That sounds to me like the previous answer. Results.

Brian-Companies are developing new metrics because customers are asking for them. We’re developing products to do the same thing. For example, an ergonomic chair that reduces repetitive stress injury. That outcome can be measured.

Hugh-”Metrics have changed. How do you measure what it costs to not do something you could have done?” I’m struck by his question. Clearly, you can’t, but the impact is massive.

Ross-It’s more difficult to measure productivity in large companies. Much of revenue these days is driven by exclusive projects-driven by people who spent a Friday doing “something else.” I find myself nodding in agreement. The best ideas happen at times that used to be seen as waste.

NEW MODELS

Jeff-”IBM’s Watson was developed through a collaboration across the globe, driven by mobile technology. Nobody had a budget.” No budget? Think of that. He goes on: “It took 4 years and represented a huge departure from the way IBM used to do things. Economic aspects are driving a lot of this. The question of “Where will we go?” is no longer limited to a small group of people. The old model legislated innovation. Now it’s all about people collaborating.” Yes, I can relate what he’s saying. This year I purchased mind mapping software that allows brainstorming and collaboration across the globe at a very high level.

Brian – “The Internet allows a synthesis of information. Information is power. Everybody can work better as a result. Even competitors are collaborating.” Again, I am struck by just how strange that would have sounded only a few years ago.

QUESTION-”How do you keep people from hiding in a big company? People work from home and get by with the minimum.”

Jeff-”You always have your A, B and C players. At IBM, one group produced a higher defect rate than others, so they had to move back to the office.” Jeff then ramps up the stakes to address the real problem looming over all of us. Help will soon be needed in the form of analytics because people need filters to deal with the overload of information. Something is needed to filter the masses of data. Watson did its job through statistics. Now the working environment needs to be smarter. It will tell us what we need to be doing. Does that sound like the Hal 9000? Then he shifts gears and talks about Amazon’s crowd sourcing model, built around ratings and reviews by the public that allows natural filtering. The same result using the Internet, but no Hal.

Jeff-today you are evaluated by manager who rates you at end of the year. That may change to another model-the way you are rated by your entire community. This is important. How are you rated by your network of 100 people?

Brian-”The way you motivate people and stop the cycle of hiding and doing nothing is actually very simple. It’s about being very explicit about expectations and goals.” That seems to sum it up for me.

QUESTION-”As the thinkers of tomorrow, how do you educate our children to fit what the world will become 5-20 years from now?”

Ross-Turns out his wife is a teacher. School districts have entrenched cultures, just like corporations. It’s even more difficult because of small budgets, small teams of busy people. There is a need to educate educators on new technologies as it becomes available. He compares Microsoft Word to Google Docs and points out the disconnect between what students already know and use and what teachers teach. His wife helps educators know what kids already know and use. So we’re back to the subject of reverse mentoring.

Brian-Steelcase Learn Lab is a classroom prototype, changing one-way directional teaching to three-screen multi-input. Students want to learn from each other. The technology makes every seat in the room seem like it’s in the middle. Nobody is at the back of the class.

Jeff-IBM and City of Chicago are working on this very concept.

QUESTION-”How do you encourage good work habits?”

Ross answers with a strong idea: If we were to create a company to compete with our company, what would we do? A lot of companies don’t ask their employees what the work space should look like. Keep asking what people need. Be ready for constant change. Don’t pass policies and build walls you can’t tear down.

QUESTION-”How does recession effect future of office and work? If people can’t get jobs, what will the office look like? What about the digital divide that doesn’t have access to Steelcase and IBM equipment?”

Jeff-Companies are doing more with less-using technology and fewer people.

Ross-CrowdSPRING has developed a network of over 100K designers. They are not pre-qualified. They do not need offices. Younger generations don’t want to work downtown in cubicles any more. Freelancing is more accepted. Companies are actually reducing office space.

Jeff-IBM is not just looking at your degree any more, but your multi-dimensional ability. Perhaps in the future you’ll work part time for two different companies and not in an office at all.

Brian tells us that half of his college friends either own their own businesses or work for a friend who does. The web has enabled an explosion in entrepreneurship. These are small companies. Because of technology, small can out-compete big. Today, you can buy a product online and assemble it yourself.

Afterwards, I talk with friend and luminary, Terrry Flanagan-a guy with an encyclopedic knowledge of business. He sums up the entire office topic in the words of architect, Louis Sullivan. “Form follows function.”

That’s what I heard. What did you hear? Comments welcome.
Commenting and re-posting is highly encouraged. I cannot guarantee accuracy but I give you my best. This is not investment advice – please perform your own due diligence. © 2011 John Jonelis – All Rights Reserved. coreinsightstory.com/blog/

2 Comments
Posted by John Jonelis on October 5, 2011 in MIT Enterprise Forum
Tags: cloud computing, collaboration, Culture, Future of the office, mobile technology, New Models, Technology, Trust, Working at home, Workplace, Workspace
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END OF REPORT