Visual Communication Made Easy

ScreenSteps Desktop helps you help other people.

Teachers can teach, Bloggers can demonstrate, Tech Support can communicate, Developers can document, Trainers can instruct.

Or to be more specific: I'd rather spend my deduction and imagination time engaged with my peers on solving problems, than sitting in quiet contemplation of information that I do not have convenient access to.

杨祉雄算了一笔账，要做一家拥有千万级收入的在线软件服务企业，必须得有10万以上的付费用户。那么涵盖的中国中小企业群体至少也要在200万家以上。

　　目前即便是在线用户最多的阿里软件也不过拥有30万的用户，这个数字距200万中小企业覆盖面也差得很远。而传统的企业管理软件厂商在之前20年间积累的用户总数还不及这个标准的一半，譬如用友花了22年积累了大约70万用户。

I want to know whether notes works in webslides?

　　Salem：工程师的背景使我对于技术发展的可能性始终保持着好奇心，我认为几乎所有问题都能够通过技术的发展来加以解决。另外，创业经历也告诉我，我们在职业发展中应该始终保持着一种渴求状态，永远不能够有任何的自满自足。

　　对于一个创业型的企业来说，它每一天的生存都是由我们自己的努力工作换来的，没有任何事情是可以想当然的。我们看到，很多大公司失败或者衰败恰恰是他们的自满自足造成的。

Salem：一家伟大的公司始终要保持着一种不断变革、不断变化的意愿，并且必须根据客户的变化和发展方向来实现自身的变化，而不能够过多地专注于自己已经在做的事情上。

　　与此同时，当我们看到了一个变化的趋势并准备去实施的时候，我们一定要用足够长的时间去做这件事，直到成功。也就是说，对于市场上的每一个最新的变化，我们不要一味地去跟风和过度地反应。这就意味着我们要让自己能够跟上变革的步伐，要愿意去做很多的尝试；做了尝试之后，如果得到客户的接受，我们就坚持做下去，如果客户和市场没有接受，那么就改变方向，两者之间要保持平衡。

比如说我们在收购Vontu的时候，主要是基于技术上的考虑，它给我们带来了一种新的技术；而收购MessageLabs的时候，主要是为了获得一种新型的商业模式或者新型的平台，即SaaS(Softwareasaservice，软件即服务)；我们在收购PCTools这家公司的时候，则是希望获得一个新的客户群，获得一个新的细分市场。

　　我们看看这三个例子，Vontu原来是一家美国公司，MessageLabs是一家位于伦敦的公司，PCTools则是一家在澳大利亚的公司。

I double vote for this approach, for selfish reasons (i.e. I might be a customer one day). The reasons are clear: Getting to end users directly is expensive. It would be 'easier' to sell Revizr to vertical applications as a plugin and let them spend all that money.

However, that being said and being less selfish, I wonder if the world is ready yet to build web apps out of other web apps. I don't think so yet.

Scribd is a good comparison. They went ad-supported because that is probably the only model right now the market will understand, even if it is not viable. If the tables were turned and I was you, I would really want to charge directly for my costs like a proper subscription SaaS service. Here's a sobering take on Scribd's model:

http://www.mathewingram.com/work/2008/02/19/scribd-cool-feat...

Other comparisons are web-to-print (e.g. postalmethods.com) and web-to-fax (myfax.com) services, but people are more willing to pay for those because there are obvious hard costs for them.

I believe that your future is all about being a 'feature' rather than a 'product'. I suppose I'm saying you ought to explore this model alongside an alternate revenue stream that will keep you afloat.

“巨人网络凭什么生存得更好？大家凭什么得到更丰富的回报？”“产权改革”动员大会上，刘伟连连发问，“简单说，靠产品。只有不断地推出玩家喜欢的产品，公司赢利才有保障，员工才能得到相应的回报。”

　　实际上，对于一向以营销见长的史玉柱，这一次则向外界展示了他在战略方面的谋略：让利于民，钱散人聚。

Number two is communicate like you’ve never communicated before to your people. They’re scared. They don’t know what’s happening. Every action you take must be understood by every employee in the place. If used to think you communicated a lot, communicate tenfold more now in every morning at businesses.

Get in the skin of every employee so they know everything that’s happening and they aren’t kept sitting out, wondering. They understand what the situation is.

And finally, the third one is if you’ve got the cash, you’ve communicated with everybody, you’ve taken care of your best, you’ve differentiated with your people, go out and buy or bury your competition.

And the idea is buy them because they might not have done what you - you did. Bury because they’re sitting around scared. Steal their employees. Steal their R&D people. Steal their salespeople. Bury them. Now is the time.