Technology Due Diligence
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Published By IGI Global

9781605660189, 9781605660196

2011 ◽  
pp. 191-209 ◽  
Author(s):  
Stephen J. Andriole

This is a case of enterprise investing in a specific technology—Radio frequency identification (RFID)—in an effort to add another technology-based service to, in this case, Oracle Corporation’s, repertoire of products and services. Oracle USA is one of the top software companies in the world today, with over 50,000 employees, $14 billion in revenues, and 150,000 customers. Oracle USA spends over $1 billion a year in research and development (R&D). Deciding upon a technological course requires a substantial investment in market research to ensure that R&D funding leads to products whose marketability goes from intuition to fruition. One of Oracle’s latest investments has been in the area commonly referred to as sensor-based computing (SBC) centered around a technology known as Radio Frequency Identification, or “RFID.”


2011 ◽  
pp. 47-98
Author(s):  
Stephen J. Andriole

This chapter looks at the range of investment targets ranging all the way from software applications to communications networks to new advanced technologies like Web 2.0 and Web 3.0. The chapter talks about the opportunities in succession describing the range of opportunities available to CIOs, vendors, and VCs. The chapter also highlights the individual opportunities for all three investors through investment guidelines that appear at the end of each major section.


2011 ◽  
pp. 258-269
Author(s):  
Stephen J. Andriole

This is an example of investing in a product and service by a company—Tech- VestCo—that planned to increase its offerings to the larger business technology community. In this example, TechVestCo developed an “intelligent” aid for those who design and field easy-to-use computer-based applications. The idea is simple enough: support the design and development of software applications that are easy to use, which do not frustrate their users and lead to increased human-computer productivity. TechVestCo undertook the design and development of an interactive “workbench” that was intended to help software engineers with the design and development of “friendly” user-computer interfaces.1


2011 ◽  
pp. 229-257
Author(s):  
Stephen J. Andriole

This is an example of venture investing in an e-mail trust solution developed by Postiva, a company that provided “e-mail trust solutions” and also had a complementary line of business in privacy education and consulting services. “E-mail trust solutions” are best-of-breed information technology products and services that uniquely combine aspects of e-mail content security (e.g., antispam, antivirus), authentication, and customer relationship management technologies. In short, the company’s products enabled e-mail sender authentication and accountability, more efficient e-mail processing, and filtering capabilities for ISPs and recipients and heightened privacy, security, confidence, and control to consumers as they wade through increasingly cluttered and danger-filled e-mail in-boxes. This example discusses the company’s business plan and then filters the investment opportunity—from the perspective of a venture investor—with the 15 due diligence criteria.


2011 ◽  
pp. 281-291
Author(s):  
Stephen J. Andriole

There are several approaches, methods, and tools that will enhance the technology due diligence process. Three will be discussed here: • Technology trends analysis methodology • Off-the-shelf tools for due diligence analysis • Due diligence project management • A due diligence template


2011 ◽  
pp. 175-190
Author(s):  
Stephen J. Andriole

This chapter describes the due diligence that Safeguard conducted prior to its lead investment. In 1999, the ICP/broadband services marketplace was explosive. The availability of capital to finance the build out of fiber optic networks, ISPs, and other high-speed communications networks was seemingly endless. Precipitated largely by the Federal Telecommunications Act of 1996, which allowed for new market entrants to compete with the incumbent telecommunications providers (such as Bell Atlantic, Bell South, U.S. West, etc.) using the incumbents’ own infrastructure, the growth of new providers of communications services to commercial and residential customers was double, perhaps even triple, digit. Public equity and debt markets along with the private equity market had locked onto a capital-intensive quest to secure the increasingly valuable “pipe” into the home and/or business to provide an increasing array of services. Differentiation beyond simply provisioning data and voice services manifested in the offering of unique value-added services, and was becoming increasingly important as a competitive advantage to these ICPs. NexTone, along with many other VoIP businesses, was responding to this need that would consume a variety of newly available services due to competitive pressures developing in the services marketplace and the ubiquity of IP networks.


2011 ◽  
pp. 136-156
Author(s):  
Stephen J. Andriole

This is a case study in venture investing. ThinAirApps (TAA) created, developed, and sold wireless middleware software products and services. Founded in July 1999, the company received its first and only round of venture financing in June 2000, raising $13 million in equity capital from Safeguard Scientifics, Inc., and a group of angel investors. The company’s software products enabled enterprises of all types and sizes to rapidly and cost-effectively “wirelessly” enable their mobile workforces; giving professionals access to not only common data such as e-mail, calendars, and contacts (groupware), but also data from more complex desktop or server applications, databases, or other systems. All of this data resides “behind-the- firewall.” Adding to TAA’s uniqueness was its ability to access this data securely. Let us remember that in 1999 voice-over-wireless was prevalent in the United States. Corporate America had largely embraced the administration of cell phones to workforces, and just one year before, AT&T Wireless had cracked the code with its One-Rate national business calling plan. However, the transmission of data (other than voice) over a terrestrial network to handheld devices such as cell phones and PDAs was not a broad commercial reality. In 1999, according to the Strategis Group, there were less than three million smartphone and wireless PDA units sold (by 2004 the number had exceeded 60 million). In addition to a host of players including Research in Motion, Palm introduced its seventh generation PDA device, the Palm VII. This first fully-contained wireless device for Palm exploited underused terrestrial data networks to provide users primitive (by comparison to today’s technologies) access to a variety of wireless data, including Palm-sponsored e-mail and selected Internet destinations. The uniqueness of Palm and its open development platform, which gave rise to an industry that developed everything from games to productivity enhancing applications for use on the devices, created a watershed in the wireless data industry, and was largely the basis for the TAA business model. TAA became an early leader in the rapidly developing yet immature wireless data industry. At the time of our investment, TAA’s product, ThinAirMail, was the single most frequently downloaded add-on application for the Palm VII device— nearly 30,000 individuals were using it to access their e-mail wirelessly. While the company was just entering its revenue stage, it had already established significant market awareness by enabling tens of thousands of individual users to access their personal e-mail while on the move. The company’s product was based on open standards—in other words it ran well regardless of which device operating system (Palm, BlackBerry, WAP-enabled cell phone, Java 2 Micro Edition, etc.), network (TDMA, CDPD, CDMA, etc.), or application (e-mail, or other enterprise application for which TAA wireless API’s had been created) was being used. The company’s revenue model was based primarily on enterprise sales of its flagship product, the ThinAir Server, which was a middleware server that connected to the corporate e-mail server (more often than not Microsoft Exchange) and allowed customization for connecting to other applications. Thus, the low-hanging fruit of instantaneous wireless data access could be realized—groupware including e-mail, calendar, and contact information was at a professional’s fingertips while otherwise disconnected from the network. The TAA Software Development Toolkit (SDK) allowed organizations to build custom connections from their other enterprise applications directly into the ThinAir Server. The opportunities were significant, inventory pricing on a real time basis, instant ordering, real time accounting system updating, and all while away from the office and disconnected from the network.


2011 ◽  
pp. 270-279
Author(s):  
Stephen J. Andriole

This is an example of enterprise investing in a specific technology—wireless communications technology—in an effort to provide access to network and core applications to Villanova University administrators, faculty, and students. Like many universities, Villanova is investing in wireless technology to provide mobility to its community of technology users.


2011 ◽  
pp. 210-228
Author(s):  
Stephen J. Andriole

This is an example of an investment in a new technology service. LiquidHub, Inc., assessed the market and its own service capabilities and decided to make an investment in enterprise architecture to better serve their clients. A significant investment was necessary to understand the market, develop an overall go-to-market enterprise architecture strategy, and retool professionals to be able to provide the very best services available. Would the investment pay?


2011 ◽  
pp. 157-174
Author(s):  
Stephen J. Andriole

This is a case of enterprise investing in a specific technology to improve the way its employees communicate and transact business with their customers. The company involved was Prudential Fox Roach/Trident (PFRT) realtors, an independently owned and operated member of the Prudential Real Estate Affiliate, Inc. PFRT is the fourth-largest provider of real estate services in the U.S., with nearly $16 billion in annual sales. The company operates 70 offices in the Pennsylvania, Delaware, and New Jersey area; there are 900 employees. Prudential Fox & Roach/Trident also contracts with more than 3,300 independent sales agents who work on commission. These agents were the focus of the technology investment.


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