software licensing
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Winblad believes IBM has done an extraordinary job at establishing itself as a leader in software. IBM is proactive with acquiring early stage companies and partners well. Microsoft is successful because they view everything as a threat and don't take anything for granted, she says. Linux is still a force and will not easily go away because it is really hard to kill large companies in the software industry.
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Raikes talks about how companies can be successful at software and hardware, but only within a certain scope. If you're looking at the overall market, it has to be either hardware or software, he says. Within a niche, it is sometimes important to do both.
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Fraser calls culture the software of her company. She believes it is very important to protect and care for the culture of a company when it is evolving past its nascent stage.
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Google Analytics' Group Product Marketing Manager Brett Crosby recalls how two brutal blows to his enterprise - losing a huge client in the 11th hour and the tragedy of 9/11 - forced him to reevaluate and streamline. Offices closed, jobs were cut, and salaries were strapped for maximum efficiency. Having the wind knocked out of them also simplified overblown contracts and software, and switched their strategy from making money to market ...more
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Fundamental dynamic data structures, including linear lists, queues, trees, and other linked structures; arrays strings, and hash tables. Storage management. Elementary principles of software engineering. Abstract data types. Algorithms for sorting and searching. Introduction to the Java programming language.
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Ku describes the process of licensing a technology from start to finish.
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Simply having a new technology is not enough to gain a license. Ku talks about how the Office of Technology Licensing at Stanford asseses each technology, and what recommendations they might make to the entrepreneur.
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Ku believes technology licensing is not always about licensing products and making money. It's also about fostering lasting relationships with companies and individuals. She talks about some of the interactions and relationships that Stanford University has with outside groups.
