Archive for December, 2010

As we enter the New Year, we do so with “hope for the future”.

May each of you have good health, prosperity and be safe.

We trust that our country continue to represent the Judeo/Christian values of our heritage and that our elected officials do “what is right and what is just”.

We thank the service men and woman for their commitment to “duty, honor and country” and pray for their safety and health.

May we have the will to continue to be “one nation, under God, with liberty and justice for all”.

Be well, be safe and enjoy family.

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Steven R. Gerbsman, Principal of Gerbsman Partners, Kenneth Hardesty and Dennis Sholl, members of Gerbsman Partners Board of Intellectual Capital, announced today their success in maximizing stakeholder value for a venture capital and venture lending backed technology company that provides tools and technologies for 3D interactive entertainment.

Gerbsman Partners provided Crisis Management and Investment Banking leadership, facilitated the sale of the company’s assets and its associated Intellectual Property. Due to market conditions, the board of directors and senior lender made the strategic decision to maximize the value of the company’s assets and Intellectual Property. Gerbsman Partners provided leadership to the company with:

  1. Crisis Management and technology domain expertise in developing the strategic action plans for maximizing value of the company’s, Intellectual Property and assets;
  2. Proven domain expertise in maximizing the value of the company and Intellectual Property through a Gerbsman Partners targeted and proprietary “Date Certain M&A Process”;
  3. The ability to “Manage the Process” among potential Acquirers, Lawyers, Creditors, Management and Advisors;
  4. The proven ability to “Drive” toward successful closure for all parties at interest.

About Gerbsman Partners

Gerbsman Partners focuses on maximizing enterprise value for stakeholders and shareholders in under-performing, under-capitalized and under-valued companies and their Intellectual Property. Since 2001, Gerbsman Partners has been involved in maximizing value for 66 technology, life science and medical device companies and their Intellectual Property and has restructured/terminated over $795 million of real estate executory contracts and equipment lease/sub-debt obligations. Since inception in 1980, Gerbsman Partners has been involved in over $2.3 billion of financings, restructurings and M&A transactions.

Gerbsman Partners has offices and strategic alliances in San Francisco, Boston, New York, Washington, DC, Alexandria, VA, Europe and Israel.

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Gerbsman Partners (www.gerbsmanpartners.com) has been retained by Viacor, Inc. (www.viacorinc.com) to solicit interest for the acquisition of all, or substantially all, the assets of Viacor Inc. (“Viacor”).

Headquartered in Wilmington, MA, Viacor, Inc. is a medical device company focused on developing and commercializing a novel cardiac implant device for the treatment of functional mitral regurgitation.


The information in this memorandum does not constitute the whole or any part of an offer or a contract.

The information contained in this memorandum relating to VIACOR’s Assets has been supplied by VIACOR. It has not been independently investigated or verified by Gerbsman Partners or its agents.

Potential purchasers should not rely on any information contained in this memorandum or provided by VIACOR, or Gerbsman Partners (or their respective staff, agents, and attorneys) in connection herewith, whether transmitted orally or in writing as a statement, opinion, or representation of fact. Interested parties should satisfy themselves through independent investigations as they or their legal and financial advisors see fit.

VIACOR, Gerbsman Partners, and their respective staff, agents, and attorneys, (i) disclaim any and all implied warranties concerning the truth, accuracy, and completeness of any information provided in connection herewith and (ii) do not accept liability for the information, including that contained in this memorandum, whether that liability arises by reasons of VIACOR’ or Gerbsman Partners’ negligence or otherwise.

Any sale of the VIACOR Assets will be made on an “as-is,” “where-is,” and “with all faults” basis, without any warranties, representations, or guarantees, either express or implied, of any kind, nature, or type whatsoever from, or on behalf of VIACOR or Gerbsman Partners. Without limiting the generality of the foregoing, VIACOR and Gerbsman Partners and their respective staff, agents, and attorneys,  hereby expressly disclaim any and all implied warranties concerning the condition of the VIACOR Assets and any portions thereof, including, but not limited to, environmental conditions, compliance with any government regulations or requirements, the implied warranties of habitability, merchantability, or fitness for a particular purpose.

This memorandum contains confidential information and is not to be supplied to any person without Gerbsman Partners’ prior consent. Thismemorandum and the information contained herein are subject to the non-disclosure agreement attached hereto as Exhibit A.

Viacor believes its assets are attractive for a number of reasons:
·     Viacor’s PTMA® implant system:

o   The first mitral regurgitation repair implant ever demonstrated to allow percutaneuous repair, with a sedation-only procedure, with the option of device adjustment or removal both during the initial implant and at later timepoints.

o   The system has been developed over a ten year period in cooperation with leading structural heart failure specialists worldwide, the key customer segment for an attractive and rapidly growing new specialty

o   The implant system is supported by extensive clinical and technical know how broadly applicable to mitral repair including structural imaging, patient screening and workup, imaging analysis, procedure control and follow-up

o   The system presents clear opportunities for design and procedure combination with intellectual property and approaches from other mitral repair and heart failure therapies

o   The PTMA system is supported by an extensive history of regulatory correspondence reflecting contemporary expectations of FDA and worldwide authorities for mitral repair

·     Viacor’s PTMA® implant system was studied under an FDA-IDE on an initial, temporary basis and in 2010, after four years of extensive, iterative review, the design dossier and bench test regimen was approved for implantation studies.

·     Viacor’s formal intellectual property includes 13 issued US patents, 2 additional pending US patent applications, and numerous parallelinternational patents and patent applications.

·     Percutaneous structural heart repair is a key focus of the major participants in the worldwide interventional cardiology market, representing one of the most important arenas for market expansion and demonstration of technical leadership.

o   The clinical success of transcatheter aortic valve implantation “TAVI” has established an existing 400 M$+ (30%+ CAGR) ex-US market without reimbursement or US approval

o   The mitral therapy market is expected to ultimately be even larger than the aortic market

o   No percutaneous therapy or clinical approach has yet established meaningful acceptance in the mitral space, with a wide range of possible approaches under early examination; Viacor’s extensive early experience could provide an important addition to various possible next-stage development programs.

·     Possible combination therapies: Viacor’s removable, adjustable coronary sinus technology provides the logical basis for combination with other therapies such as leaflet clip, chordal shortening, and biventricular pacing.  Biventricular pacing presents a particularly attractive opportunity as the PTMA system is placed in the same target anatomy, the coronary sinus, using nearly equivalent techniques for venous access and device deliver.  The device is also generally indicated for same subset of heart failure patients.

Viacor Company Profile

Viacor was founded in 2000 by three leading mitral surgeons, John Liddicoat, Marc Gillinov and William Cohn.  Viacor completed its first venture round in 2002, eventually raising a total of $40 million from investors New Enterprise Associates, Canaan Partners, Medtronic and a network of experienced private investors.

Viacor is a developer of an innovative percutaneous mitral repair implant, PTMA®.  Over a ten year period, the system was perfected through an extensive animal, bench and clinical program, including over 70 human cases in the US, Canada, Germany, Belgium, Netherlands and the Chezk Republic.  The PTMA system has demonstrated favorable late outcomes through over two years post-implantation.

The Viacor system has been repeatedly presented by leading clinicians and major conferences and the technology has been the subject of multiple refereed journal presentations in US and International journals.
Impact of Technology on the Market

VIACOR believes that its PTMA technology and clinical experience offers unique advantages to multiple possible ongoing programs in structural heart failure:

·     The device and intellectual property has clear potential for combination with other emerging treatment methods including leaflet and chordal repairs, and biventricular lead placement.
·     The Viacor approach and technology offers the potential for a single-operator, sedation percutaneous therapy for mitral regurgitation in select patients.
·     The PTMA device is a logical addition to the extended technology and product armamentarium of a number of the major device manufacturers and distributors.

Viacor’s Assets

Viacor has developed a portfolio of assets critical to the development and manufacture of a structural heart failure implant. These assets fall into a variety of categories, including:
·     Patents, Patent Applications and Trademarks
·     FDA filings and extensive, proprietary interactive correspondence
·     Custom built equipment for manufacturing and testing of permanent valvular repair implants
·     Technology and intellectual propertyrelated to custom 600 M cycle durability bench test in simulated mitral valve position
·     Technology and intellectual propertyrelated to the collection and systematic analysis and integrated procedure deployment of of MSCT, 2D and 3D echocardiography and procedure fluoroscopy.
·     Patient Data from 3 clinical trials involving 82 patients
The assets of Viacor will be sold in whole or in part (collectively, the “Viacor Assets”). The sale of these assets is being conducted with the cooperation of Viacor. Viacor and its employees will be available to assist purchasers with due diligence and a prompt, efficient transition to new ownership. Notwithstanding the foregoing, Viacor should not be contacted directly without the prior consent of Gerbsman Partners.

The Sale of the Viacor Assets is being conducted pursuant to a Plan of Complete Liquidation and Dissolution of Viacor, Inc. (the “Plan of Dissolution”) which was approved by Viacor’s board of directors and majority shareholders on December 13, 2010.

Key Personnel

·       Jonathan M. Rourke — President & CEO  Former VP of R&D at Transmedics and EndoTex, over 25years of medical industry management experience, 11 US and various foreign patents
·       Katherine Stohlman  — Vice President, Regulatory and Clinical Affairs  Over 25 years previously held various executive positions in Engineering, Clinical and IT for Hewlett-Packard Medical Products
·       William T. Hayes — CFO  Formerly CFO Transmedics, financial executive, Genuity, Somerville Lumber

VIACOR, Inc. Board of Directors

·       Coy Blevins, Chairman of the Board

·       Jonathan M. Rourke, CEO

·       Ryan D. Drant, General Partner, New Enterprise Associates

·       Gregory Lambrecht, CEO, Intrinsic Therapeutics

·       Steven Bloch, Canaan Partners

·       Richard T. Spencer, Private Investor

·       Sean Salmon, Vice President and General Manager, Medtronic Coronary and Periphral Interventions

The Bidding Process for Interested Buyers

Interested and qualified parties will be expected to sign a nondisclosure agreement (attached hereto as Exhibit A) to have access to key members of the management and intellectual capital teams and the due diligence “war room” documentation (the “Due Diligence Access”). Each interested party, as a consequence of the Due Diligence Access granted to it, shall be deemed to acknowledge and represent (i) that it is bound by the bidding procedures described herein; (ii) that it has an opportunity to inspect and examine the VIACOR Assets and to review all pertinent documents and information with respect thereto; (iii) that it is not relying upon any written or oral statements, representations, or warranties of VIACOR, Inc., Gerbsman Partners, or their respective staff, agents, or attorneys; and (iv) all such documents and reports have been provided solely for the convenience of the interested party, and neither VIACOR nor Gerbsman Partners (or their respective, staff, agents, or attorneys) makes any representations as to the accuracy or completeness of the same.

Following an initial round of due diligence, interested parties will be invited to participate with a sealed bid, for the acquisition of the VIACOR Assets. Sealed bids must be submitted so that the bid is actually received by Gerbsman Partners no later than Friday, January 21, 2010 at 3:00 p.m. Eastern Standard Time (the “Bid Deadline”) at VIACOR’ office, located at 260-B Fordham Road, Wilmington, MA, 01887.  Please also email steve@gerbsmanpartners.com with any bid.
Bids should identify those assets being tendered for in a specific and identifiable way. The attached VIACOR fixed asset list may not be complete and Bidders interested in the VIACOR Assets must submit a separate bid for such assets. Be specific as to the assets desired.

Any person or other entity making a bid must be prepared to provide independent confirmation that they possess the financial resources to complete the purchase where applicable. All bids must be accompanied by a refundable deposit check in the amount of $250,000 (payable to VIACOR, Inc.). The winning bidder will be notified within 3 business days after the Bid Deadline. Unsuccessful bidders will have their deposit returned to them.

VIACOR reserves the right to, in its sole discretion, accept or reject any bid, or withdraw any or all assets from sale.  Interested parties should understand that it is expected that the highest bid submitted will be chosen as the winningbidder and bidders may not have the opportunity to improve their bids aftersubmission.
VIACOR will require the successful bidder to close within 7 business days.  Any or all of the assets of VIACOR will be sold on an “as is, where is” basis, with no representation or warranties whatsoever.  Please note that VIACOR is selling its assets in cooperation with its senior secured creditor.

All sales, transfer, and recording taxes, stamp taxes, or similar taxes, if any, relating to the sale of the VIACOR Assets shall be the sole responsibility of the successful bidder and shall be paid to VIACOR at the closing of each transaction.
For additional information, please see below and/or contact:

Steven R. Gerbsman
(415) 456-0628

Kenneth Hardesty
(408) 591-7528

Dennis Sholl
(415) 457-9596

Jim McHugh

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Article from WSJ venture dispatch.

“The year in mobile can be summed up in three words: Android, social and local. And that could make for “massive growth” in mobile advertising in 2011.

That’s according to Richard Wong, a partner at Accel Partners who invested in AdMob and most recently, MoPub.

“I think you can’t ignore the rise of Android as one of the most interesting things that happened in 2010. So I think you’re going to see the acceleration of all those trends going into next year,” Wong said at the All Things Digital D: Dive into Mobile conference in San Francisco. “There’s going to be a lot of massive growth in the ad space because a lot of these foundational elements are now in place—location services, the social graph, and the Android and iPhone devices.”

When it comes to mobile advertising, however, Wong doesn’t see Google and Apple taking all the share. “So I compare it to the Internet Circa 1999. There’s going to be a next wave of great ad companies,” he said.”

Read the original article here.

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Article from SFGate.

“Tech jobs are coming back after hitting bottom early this year, according to economy tracker Moody’s Analytics. The U.S. economy has added 47,000 technology jobs so far this year amid resurgent demand for tech products in Asia and Latin America.

That represents 15 percent growth in tech jobs, compared with an 11 percent jobs growth in the economy overall since the beginning of the year, according to Moody’s. Since a peak at the end of 2007, the tech industry had lost 307,000 jobs nationally in the economic downturn.

“It seems like this industry is embarking on a new growth spurt,” says Sophia Koropeckyj, a managing director for Moody’s Analytics. “Tech jobs seem to be accelerating.”

Asia and Latin America’s demand for tech products has resulted in new hiring and is one contributor to the recovery, Koropeckyj says. After slumping in the first half of 2009, global PC shipments – bread and butter of U.S. companies Hewlett-Packard, Dell and Apple – should rise 14.3 percent this year, to 352 million units, according to consultant Gartner.

Billions in government stimulus funds have spurred recent purchases by agencies and businesses, such as those building out broadband networks. Corporate and government information technology spending should rise 8.1 percent this year, to $758 billion, according to consultant Forrester Research. Already, networking gear maker Cisco Systems saw sales for its fiscal first quarter ended Oct. 30 rise 19 percent from a year earlier, to $10.75 billion.

“The first wave of growth is going through,” says Andrew Bartels, a vice-president at Forrester.

But the recovery may be uneven: During Cisco’s quarterly earnings call in November, Chief Executive Officer John Chambers mentioned several challenges the company faces, such as slower-than-expected pickup in orders from government agencies in the United States and Japan.

Recovery among Detroit’s automakers, helped by a government bailout, is driving a resurrection of related tech-sector jobs. Last year, Detroit experienced a 15 percent drop in high-tech jobs from a year earlier, according to a new study from technology industry association TechAmerica Foundation, which studied jobs and wages data for the 60 U.S. cities with the highest proportions of tech jobs.

Detroit’s was the worst drop in high-tech jobs among any of the 60 cities last year. But in a Dec. 1 blog, carmaker Chrysler announced it will hire 1,000 more engineers and other high-tech workers by the end of the first quarter of 2011. The company has hired 5,000 workers overall since emerging from bankruptcy in June 2009. In November, rival General Motors said it will hire 1,000 engineers and researchers in Michigan in the coming months to help expand its lineup of electric cars, whose sales are expected to climb.

In some technology industries, salaries are starting to inch back up again.

Information, media, and telecommunications professionals have seen their wages rally slightly this year, according to survey data from PayScale, which tracks global compensation. In 2009, high-tech salaries nationwide slipped 0.8 percent, which was less than the decline in the private sector overall, where the average salary dropped 1.4 percent, according to the TechAmerica report.

“The gap has widened. It’s significant,” says Josh James, vice president of research and industry analysis at TechAmerica. “Especially in hard times, companies are trying to cut costs, and one way to do that is to implement technology solutions.””

Read more here.

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By: Tony Fish – Principal at AMF Ventures and member of Board of Intellectual Capital.

I wrote that Social filtering is deeply human at the beginning of November and I knew that there was more to the topic/ theme/ thought then but I could not articulate it.  Since then I have been juggling with various ideas, these have often been driven by my necessity to justify Twitter.  Twitter, get it or not, provides a function called “follow” – you can follow who you like, and you get updates/ insight/ information/ attention from them. However, can you turn “follow” into value and is following your social filter based on those you trust.

Follow has an obvious value to the person who follows the leader.  You gain free insights/ selection/ value/ updates/.  This social filter is based on trust and it is different from curators and editors who have specific agenda’s and income/ profit requirements. In the original post I quoted David Armano  “Often times the quality of links and information I get on Twitter is better than what I would have gotten from Google because the knowledge of the human feed is deep, niche, and fickle.”

Here are several scenarios to consider when thinking how we could turn follow into value and comparing outcomes from search and social networking, they are not exhaustive but should provide a good place to start a train of thought.

1, I am looking for a great Thai restaurant

  1. Search.   Type in “Great Thai restaurant” into Google, my mobile sends my location and Google takes a guess I want food tonight and near to where I am search, reasonable assumptions driven from our need for context and personalisation.  From the “unknown algorithm based results” that favours Google, I then read some third party reviews which I cannot judge if they are paid, biased or just vocal. Is the selection any better than walking past and seeing how many people are sitting in the restaurant?
  2. Post to Facebook and ask my friends and my network where a “Great Thai restaurant is” – there is more work to this one and I am wholly dependent on someone helping.  Size of network helps at this point.
  3. Twitter/ follow. I love Thai and I am already following others who love Thai.  I Tweet to my network of same minded followers who can deliver a recommendation.

In option 1 – Google wins.  In option 2 – Facebook wins.  In option 3 – the community wins and the person who helped me may get a discount on their next meal.

2.  I want to invest some money

  1. Search.   Type in “Great Investment fund” into Google. From the “unknown algorithm based results” that favours Google I will click on some links and read, subject to many legal notices, about the performance of various funds.  If I invest I will have watch and wait for the results.
  2. Post to Facebook and ask my friends and my network about their experiences with “Investment funds.” Not sure I would really be that happy with this for many reasons including telling the world about my desire to invest.
  3. Twitter/follow.  I love to invest and I am already following others who love investment.  I follow a service that allows me to manage my own money (never give up control) and I invest based on what the best in class is doing (www.covestor.com) To follow the best investor I share some of the upside.  No management fees, no overheads, risk on my terms, stop and start when I like.  Worth noting that J.P Morgan funds investment advice is now on iTunes

In option 1 – Google wins.  In option 2 – no-one wins.  In option 3 – the person who I follow gets a share of my upside, assuming that they want to create value over time and not destroy it once.

3.  What is hot in tech/ service/ my industry

  1. Search.   Type in “what is hot in tech” into Google. From the “unknown algorithm based results” that favours Google I will click on some links and read.  The top tech web sites are there with breaking news.  I can use various tools to determine what is hot and trending or I can use my “reader” to filter from my own favourites.
  2. Post to Facebook and ask my friends and my network about what they think is hot.  Day 1; I will get a few views. Day 10; I will get a less help and probably a polite note telling me not to ask again.
  3. Twitter/ follow. I look at what is trending and select a few “trusted” people to follow and follow updates as and when they occur.  I add value to my network by adding my own opinion, or pay to sit there and listen.

In option 1 – Google wins.  In option 2 – no-one wins.  In option 3 – the community/ cluster wins.

Logical response
The obvious contention to these three and very simple scenarios is; to Quote Paul Rodriguez who commented,  “lemmings, pied piper, following somebody the wrong way up a one way street, jump off a cliff if I told you, following the falling domino in front and having the falling domino behind follow you, following somebody you trust, who is following somebody they trust who is following somebody they trust who is following somebody stupid, the list is endless…the risk is that instead of having the madness of crowds, maybe the 21st century equivalent is the madness of tweets? Laws such as the snowball effect and the law of unintended consequences become far more amplified in an interconnected world. In which case market (and wealth) fluctuations become more volatile, but then you only *truly* make money on the gradient.”

I expect that there is a lot of empathy for the logic of this response, however, is follow (Twitter or other tech based follow services) any different from what we have today with editors/ press/ celebrity and broadcast as we all believe everything from the red top tabloids and sky/fox news!

However, putting follow into context Researchers at HP Labs discovered that Twitter can predict, with astonishing accuracy, how well a movie will sell. The researches at HP started by monitoring movie mentions in 2.9 million tweets from 1.2 million users over three months. These included 24 movies in all, ranging from Avatar to Twilight: New Moon.  Then they took two different approaches, dealing with two very different performance metrics: the first weekend performance, which is largely built on buzz and the second weekend performance, which is largely built whether people actually like the movie. To predict first weekend performance, they built a computer model, which factored in two variables: the rate of tweets around the release date and the number of theatres its released in. Lo and behold, that model was 97.3% accurate in predicting opening weekend box office. By contrast, the Hollywood Stock Exchange, which has been the gold standard for opening box-office predictions, had a 96.5% accuracy. “

What should be even more alluring to business strategists and CEO’s; as Tech Review points out, Twitter might be more than just a mirror of mass sentiment – the service might also influence it. In other words, could you actually make a product launch far more successful with a really smart Twitter/ Follow strategy?   However are we measuring or observing the results of a system in motion and in the process influencing those results? For anyone with a science background this will bring up Werner Heisenberg and The Uncertainty Principle Heisenberg determined that “both the position and momentum of a particle cannot be known simultaneously.”   The dichotomy raises the mind-boggling prospect that unless we observe an event or thing, it hasn’t really happened, that all possible futures are quantum probability functions waiting for someone to notice them – trees falling unheard in a forest. Maybe this blog never existed until you searched for it and Google created it as you wanted it!

(Yes for those who have mastered QM I am confusing the observer effect of with the uncertainty principle. Technically the uncertainty principle has nothing to do with “observing”, it has to do with measuring. The observer effect is a supposed effect of observing an event and the influence of your observations on the event. No one would ever have to actually observe a particle’s position to obfuscate its momentum, the mere act of using the photons to measure its position, even if nobody ever observed it, would suffice. It’s the act of measuring, not actually observing that causes the uncertainty principle, but when observation requires something that may cause change the problems occur).

Anyway, how does this relate to the analysis and feedback within my framework of thinking about Follow?  Think about it this way:  The mere act of observing a social change, changes the behaviour of that social object.  In “reality TV” they put cameras in front of “real” people for the viewer to watch how “real” people behave, date, compete, etc.  But this in fact makes those on camera less and less real.   They’re not actors, nor are they behaving like normal people.  They are somewhere in between the two.

In the case of Twitter predicting a movie success, could an editor or critic have the same effect, if they could do it in real time and not on paper? How does Google real time search affect your searching habits and techniques.  You no longer have freedom in the web, as the recommendation is based on what the crowd says is important and therefore we are actually just lemmings.

Restating the Problem
Therefore the problem (Generating wealth from the web) is far more complex, multifaceted and inter-twangled, as there is unlikely to be a single source.

  • Do I want to be directed by people I trust but I may not be able to determine their source – Follow
  • Do I want to be directed by an unknown algorithm that can change at any time and could be biased to their own needs – Search
  • Do I want to be directed by Brands – Marketing/Ads
  • Do I want to be directed by the media/ editors/ critics where I may be able to determine their bias – Broadcast/ News
  • Do I want to be directed by the fashion/ celebrity – Sales

This complex dependency is an issue that editors and bloggers have faced time over.  Do I post based on what people want to read, based on clicks and response data or what I find interesting – are we (am I) adaptive or reactive, do we want to be individual or loved or make money or provide democracy or lead?

I really don’t need to know what you had for lunch and I don’t have to follow you.  Follow would put me in control and can seek out value from the community and not some bland algorithm that controls what part of the web I can see. However the issue facing follow is how will I pay the platform that underpins the service?

Wrapping up
This long Viewpoint started with the idea that “follow” is the new economic model poised to take on “search” and I believe that there is value in “follow.” Reading that Google offered $3bn for Twitter makes be believe that there are other strategists who are struggling with the same issues and the value!

If you would like to chat about the opportunities that digital footprint data brings, especially from the perspective of mobile and real time feedback, please contact me at tony.fish@amfventures.com.  The book is free on line at http://www.mydigitalfootprint.com/ or you can buy it direct from the publisher at the web site. There is also a summary and a eReader/ Kindle version.

We hope that our Viewpoint improves awareness, raises questions and promotes deliberation over coffee. We will respond to e-mail, text, twitter (@tonyfish)  or blog comments. http://blog.mydigitalfootprint.com
Kind regards,
Tony Fish

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Whimventory.com,  Offering a Unique Universal Wishlist Service, Makes Its Debut

The creators of Whimventory.com, a universal wishlist service, announce the debut of their innovative, online gift giving service providing a free central registry for all items available on the Internet. Just moments after registering at Whimventory.com, users may easily add items from any online store enabling friends and family instant access to personal wishlists. Also useful as an organizer, Whimventory.com helps avoid duplicate buying by categorizing current, and listing possible future, purchases. Whether the desired item is a new computer, a cashmere scarf or the gift of a life-sustaining animal from an international non-profit, Whimventory.com simplifies wedding registry, birthday, holiday or corporate buying — virtually any gift giving on the planet.

At Whimventory.com, we believe there’s a good reason for the current explosive growth in e-commerce sales: Internet buying is easy, fast and virtually hassle-free. In fact, Forrester Research predicts that online retail sales in the U.S will grow to $250 billion by 2014, with ComScore projecting total online sales reaching $32.4 billion this holiday season alone. By providing a unique combination of critical features most universal wishlist services don’t — multiple lists; the addition of items without site visit, allowing users to continue shopping while minimizing interference; and list-specific passwords or privacy settings insuring maximum privacy and security — our goal is to take the guesswork out of buying while streamlining the e-shopping experience.

Brought to you by two specialists in visual and software design, Whimventory.com was created with heavy emphasis on usability and online security, offering clean, user-friendly features at maximum speed so that lists may be easily accessed and maintained. Whether users simply want to create a personal wishlist, indulge in anonymous “secret santa” gift giving or receive credit for their generosity, Whimventory.com makes the entire process easy, exacting and fast. Visit www.whimventory.com to register, and find out more about exciting, upcoming developments on our blog at www.whimventory.com/blog.

For additional information please call (512) 609 0502 or email us at contact@whimventory.com

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